Skip to main content
Moravian College

Economics and Business

Department Chair: Associate Professor Vinciguerra
Executive Director, Graduate Business Programs: Associate Professor Desiderio  
Director of Assessment and Accreditation: Kleintop
Professors: Kaskowitz, Leeds, Marabella, J. Ravelle, West
Associate Professors: Aziz, Egan, L. Ravelle, Terrizzi
Assistant Professor of Practice: Cyliax, Elhussini, Koscinski, Krohn, O'Connor
Adjunct Faculty: Bartkus, Barron, Berkow, Best, Brown, Chan, Gerhart, Godbey, Gonzalez, Huff, Klatchak, Kline, Kubel, Latib, Law, Orlando, Panik, Ramson, Schmidt, Sclafani, Stewart, Stoudt, Szmania, Talipan, Tarone and Vazquez

Accounting Course Descriptions (ACCT)

Economics Course Descriptions (ECON) 

Management Course Descriptions (MGMT)

The Department of Economics and Business offers majors in economics (theory and policy, finance), management (marketing, organizational leadership), accounting, international management, and environmental policy and economics. Students interested in business administration pursue the management major, choosing either the marketing track, organizational leadership track, or sports track. In addition to preparing students for graduate work, these majors provide a background valuable in a wide range of occupations in business, government, and nonprofit organizations. Typical positions are in banking, certified public accounting, finance and investment, marketing, production, business administration and human-resource management, as well as positions in federal, state, and local government, hospitals, social-service agencies, schools, and colleges.  The accounting, economics, and management majors are accredited by the Accreditation Council for Business Schools & Programs (ACBSP).

  • The economics major, with tracks in theory and policy or finance, provides a good background for careers in business and government, work in business, economics, law, public administration, planning, and other professional disciplines.
  • The management major, with tracks in marketing, organizational leadership, and sports provides a comprehensive background in the functional and environmental areas of business, including business administration, and serves as a foundation for graduate work in business and management.
  • The accounting major helps to prepare students for careers in public accounting, private industry, and nonprofit organizations. It is also a good foundation for graduate study in accounting, management, finance, and law, as well as preparation examinations for professional certifications such as Certified Public Accountant, Certified Management Accountant, Certified Financial Management, and Certified Internal Auditor.
  • The international management major, offered in conjunction with the Foreign Languages Department, prepares students for careers in international business and administration.
  • The environmental policy and economics major, offered through the Environmental Sciences and Studies Program, provides students an opportunity to develop interdisciplinary approaches to environmental and social policy. The major prepares students for graduate study and for careers in business, private policy organizations, and government.

The Economics and Business Department offers graduate degrees to develop in students a strategic balance of leadership and managerial skills for dynamic environments in business, healthcare, and human resource management.  The programs are the Moravian Master of Business Administration (MBA), Master of Science in Human Resource Management (MSHRM), Master of Science in Predictive Analytics (MSPA), and Master of Health Administration (MHA).  The Moravian MBA and MSHRM degrees are accredited by the Accreditation Council for Business Schools & Programs (ACBSP).

Effective for students entering Moravian College on or after Fall 2018, the Economics and Business Department has established course minimum grades on courses that serve as prerequisites across our majors. Before declaring a major in Accounting, Economics, or Management, students must complete each of the following courses with a C- or better: ECON 152, ECON 156 or MATH 107, and MATH 108 or MATH 166 or MATH 170. Students may repeat a course to improve the grade in accordance with the college policy on repeating a course.

Effective Fall 2019, students must earn a grade of C- or better in the following prerequisites: MATH 166, ECON 152 and ECON 156 when applicable for 200-level ACCT, ECON or MGMT courses.

The Major in Management

The management curriculum provides a comprehensive background for professional positions in finance, marketing, human resources, and operations management.

Students choose one of three tracks: marketing, organizational leadership, or sports management.

All three tracks require ACCT 157, ECON 152 (final grade of at least C– or better), ECON 156 (final grade of at least C– or better), and ECON 225; and MGMT 223.

In addition, the track in marketing requires MGMT 251, 256, 311, 365, one (1) of the following controlled electives: MGMT 227, 228, 250, or 333; and one (1) free MGMT elective.

The track in organizational leadership also requires MGMT  253, 342, 365; three (3) of the following controlled electives: MGMT 226, 227, 231, 251, 310, 324, or 333; (or another course approved by the advisor).

The track in sports management requires ECON 312; MGMT 255, 286 or 386 and 365; PHIL 228 or a course on sociology and sports (both are writing intensive); and one (1) controlled elective, chosen from among the following: MGMT 231, 251, 253, 256, 311, 342, or PSYC 260. College-level algebra and calculus (MATH 106 &166 or 108 or 170 with a final grade of at least C– or better) are required in the management major.  The management major is accredited by the Accreditation Council for Business Schools & Programs (ACBSP).

Courses in management are listed below.

The Minor in Management

The minor in management consists of ECON 152 (final grade of at least C– or better), MGMT 223, and three (3) full-unit MGMT courses. Students cannot double-count courses in their major and minor, and should consult their advisor about course selection.

The Major in Economics

The economics curriculum provides a basic foundation in economic analysis and an understanding of economic institutions.

Students choose one of two tracks: economic theory and policy or finance.

Both tracks require ECON 152 (final grade of at least C– or better), ECON 156 (final grade of at least C– or better), ECON 225, and ECON 226.

In addition, the track in economic theory and policy requires ECON 256 and five (5) ECON electives, including at least three (3) at the 300-level and one writing-intensive course.

The track in finance requires ACCT 157, ECON 231, 220, 341; MGMT 223 or 226; and two (2) of the following controlled electives: ECON 256, 335; ACCT 315; and MGMT 326. College-level algebra and calculus (MATH 106 &166 or 108 or 170 with a final grade of at least C– or better) are required in the economics major. The economics major is accredited by the Accreditation Council for Business Schools & Programs (ACBSP).

Economics courses are listed below.

The Minor in Economics

The minor in economics consists of five course units: ECON 152 (final grade of at least C– or better) plus four (4) additional ECON courses, three (3) of which must be at the 200-level or above. Students cannot double-count courses in their major and minor, and should consult their advisor about course selection.

The Major in Environmental Economics and Policy

The environmental policy and economics curriculum provides students with the necessary interdisciplinary approaches required to create and develop more efficient ways to protect and enhance the world's ecological and economic amenities. Sound foundational knowledge and problem-solving skills are developed so that graduates understand the complexity of environmental processes and the tradeoffs presented by alternative policies. The environmental policy and economics major consists of twelve course units. For details on course requirements and options, please refer to the section on Environmental Studies and Sciences.

The Major in Accounting 

The accounting curriculum is designed to provide a broad foundation in accounting to prepare students for careers in public accounting, private industry, and the nonprofit sector.

Most states now require 150 credit hours of education to be completed before a candidate may be licensed as a CPA. Students can meet this requirement at Moravian College through early planning and careful course selection. One option is through admission to the five-year B.A./MBA. program. Students who elect this option will receive a B.A. at the conclusion of three and one-half years (seven full-time terms) of study and an MBA on completion of the program in the fifth year.

The major in accounting consists of eleven course units, including ECON 152 (final grade of at least C– or better), ECON 156 (final grade of at least C– or better), and ECON 225; MGMT 223; ACCT 157, 213, 218, 219, and 340; and two (2) of the following controlled electives: ACCT 258, 315, 322, and 324. College-level algebra and calculus (MATH 106 &166 or 108 or 170 with a final grade of at least C– or better) are required for the accounting major.  The accounting major is accredited by the Accreditation Council for Business Schools & Programs (ACBSP).

Accounting courses are listed below.

The Minor in Accounting

The minor in accounting consists of five (5) course units: ECON 152 (final grade of at least C– or better) and ACCT 157, 218, 219, and one (1) additional course in accounting. Students cannot double-count courses in their major and minor, and should consult their advisor about course selection.

The Major in International Management (French/German/Spanish)

The major in international management is offered jointly by the Department of Economics and Business and the Department of Foreign Languages. See Modern Languages and Literatures

Notes for Majors and Minors in Economics and Business

  • Students majoring in programs in the Department of Economics and Business are expected to be computer-literate and acquainted with applications in word-processing, spreadsheets, and statistical analysis.
  • Algebra and calculus are required in the economics, management, and accounting majors. The algebra requirement ordinarily is met by the completion of three years of secondary mathematics; the calculus requirement by taking MATH 108 or 170 (or its equivalent sequence, MATH 106 &166) with final grades of C- or better.
  • Transfer students may satisfy the calculus prerequisite through courses taken at other institutions on approval of the Economics and Business Department chair. Students are advised that such courses might not satisfy the College's F2 requirement.
  • MATH 107 may be substituted for ECON 156 in the major or minor in economics, management, international management, or accounting; but those students who have taken or are taking concurrently MATH 107, 231, or 332 will not receive credit for ECON 156. Students intending graduate work in economics are encouraged strongly to take MATH 171 and 220.
  • Majors in economics, management, international management, or accounting are urged to develop a significant concentration in some other area, whether it be mathematics, a natural science, one of the humanities, a foreign language, or another behavioral science.
  • ECON 152 will satisfy the M4 Learning in Common requirement in Economic, Social, and Political Systems.
  • All students majoring in the department must enroll in one writing-intensive (WI) course within their major.
  • Students may major in one field in the department and minor in another but may not double-count courses (i.e., count a single course towards both the major and the minor). Students should consult their advisor or the chair regarding acceptable substitute courses.
  • Students may not double-major within the department.
  • Majors in this department may not take any full-unit courses in the department on a pass/no credit basis.
  • The department recognizes self-designed and interdisciplinary majors and minors and conforms to College policy with regard to their requirements. Advisors should consult the most recent edition of this catalog for requirements and more information.
  • Challenges to all course prerequisites must be approved by the department chair.

The Interdepartmental Major

The six courses of Set I include ECON 152 (final grade of at least C– or better) and ECON 156 (final grade of at least C– or better), ACCT 157, and three (3) other courses in ECON, ACCT, or MGMT. These three (3) elective courses and the six (6) courses of Set II are selected by the student with the approval of the advisor.

The M.B.A. Program

The Moravian MBA program develops leaders with the skills and adaptability to manage complex, diverse, and fast-changing situations in today’s business world. The Moravian MBA program is flexible, convenient, and affordable to meet the needs of today’s students in a busy world, a curriculum gives you the tools for a successful career.  

Working in small classes MBA students take a common core of courses in leadership, organizations, and people, including, MGMT 511, MGMT 513, and MGMT 521, then a second core of courses in microeconomics, finance, operations, and business research methods, including MGMT 515, MGMT 517, MGMT 519, and MGMT 555.  Students specialize their knowledge in business by completing four courses in a concentration of their choosing including

  • Accounting
    • MGMT 552
    • three (3) MGMT500-level elective courses.
  • Business Analytics
    • MGMT 553, 556, 557
    • one (1) MGMT 500-level elective course.
  • Healthcare Management
    • MGMT 532, 534, 536,
    • one (1) MGMT 500-level elective course.
  • Human Resource Management
    • MGMT 563 and
    • three (3) MGMT 500-level human resource management courses OR MGMT 569, 572, and one (1) MGMT500-level elective course.
  • Supply Chain Management
    • MGMT 545, 547, 549,
    • one (1) MGMT 500-level elective course.
  • General Management
    • MGMT 523
    • three (3) MGMT 500-level elective courses.

Coursework is completed with the application of expertise in applying economic, financial, project, and process-based skills to strategic problems in a capstone course, MGMT 571.

The MBA program requires students to meet prerequisite requirements in macro and microeconomics, accounting, statistics, financial management, information systems, and marketing, as well as holding a baccalaureate degree.

The Moravian MBA is accredited by the Accreditation Council for Business Schools & Programs (ACBSP).

The Master of Science in Human Resource Management (MSHRM)

Aligned with the Society for Human Resource Management (SHRM) HR curriculum guide, the MSHRM program develops the strategic human resource management knowledge of students and how that knowledge contributes to the bottom line of organizations to create the human capital development skills that credible Human Resource (HR) professionals with business knowledge bring to the table.

The MSHRM program develops students’ competencies in critical areas in HR and business that will enable graduates to bring a competitive advantage to employers.  All MSHRM students take core courses in leadership and advanced HR topics, including MGMT 511, 513, 521, 561, 562, 565, 567, 571, and 579.

Students specialize their HR knowledge in either a Leadership Concentration consisting of MGMT 517, 563, and one Management 500-level elective course, or a Learning and Performance Management Concentration consisting of MGMT 569, 572, and one  (1) MGMT 500-level elective course.

The MSHRM program requires students to meet prerequisites requirements in macro and microeconomics, accounting, statistics, financial management, and human resource management, as well as holding a baccalaureate degree.

The MSHRM program is accredited by the Accreditation Council for Business Schools & Programs (ACBSP).

Master of Science in Predictive Analytics (MSPA) Online

The Master of Science in Predictive Analytics (MSPA) program is an online graduate program in data science. Courses cover business management and communications, information technology, and modeling. Small class sizes promote extensive interaction among students and our faculty. Students gain critical skills for succeeding in today's data-­intensive world, including business case studies, data analysis, and making recommendations to management. They learn how to utilize database systems and analytics software, including Excel, SPSS, and R. Students learn how to make trustworthy predictions using traditional statistics and machine learning methods. With a wide range of elective courses to choose from, students can customize their studies across a variety of data science disciplines, including marketing analytics, web analytics, data visualization, healthcare analytics, and supply chain analytics. Special topic electives are offered providing additional study opportunities, including decision analytics, financial market models, time series forecasting, sports analytics, operations management, mathematical programming, simulation methods, and analytics for total quality management. 

The Master of Health Administration (MHA)

Healthcare is an industry changing faster than any other. Bringing together the best practices in healthcare and business, the Moravian MHA program prepares students to manage health care organizations at all levels -- health systems, hospitals, clinics, physician practices, rehabilitation centers, skilled nursing facilities, and others -- in this dynamic environment.

The MHA curriculum develops students' leadership, collaboration, analytical and problem solving skills, and a deep understanding of the healthcare industry in required courses, including MGMT 502, 504, 513, 520, 522 or 524, 532, 534, 536, 571.

Students take three (3) MGMT 500-level elective courses in areas of their interest to complete their coursework.

The MHA program requires students to a prerequisite requirement in statistics, as well as holding a baccalaureate degree.

The Five-Year Combined Degree Programs

The Economics and Business Department offers opportunities to Moravian College students interested in earning both a bachelor’s degree in any major and a master’s degree in either business administration (MBA), human resource management (MSHRM), or health administration (MHA) through a combined, five-year program. Consult the Associate Chair, Economics & Business Department, Lizabeth Kleintop for further information about the Five-Year Combined Degree Programs.

Graduate Professional Certificate Programs

Graduate Professional Certificates deliver expanded knowledge and enhance skills without the same investment of time and money required to earn a graduate degree.  The Economics and Business Department offers four certificate programs based in the curriculum of the related MBA concentration.

Students who hold only a baccalaureate degree must complete four courses to earn the certificate.  Students holding a master’s degree may be able to complete the certificate with three courses.

Course credits earned for a Graduate Professional Certificate may be applied toward a Master of Health Administration, MBA, or Master in Human Resource Management degree at Moravian College.

The concentrations offered are

Business Analytics

  • MGMT 553, 556, 557
  • one (1) MGMT 500-level elective course

Healthcare Management

  • MGMT 532, 534, 536,
  • one (1)  MGMT 500-level elective course

Human Resource Management

  • Four (4) MGMT 500-level courses in human resource management

Supply Chain Management

  • MGMT 545, 547, 549,
  • one (1) MGMT 500-level elective course

Undergraduate Courses in Accounting 

ACCT 157. Financial Accounting. Introduction to accounting, the language of business. This course provides an introduction to financial reporting. Topics include reporting of business transactions, application of accounting theory, standards, and principles, and analysis of financial information. 

ACCT 213. Cost Accounting. An introduction to basic financial information used within business organizations. Emphasis on cost analysis to improve decision making and facilitate planning and control. Topics include cost systems, budgeting, variance analysis, and pricing and profit analysis. Prerequisites: ACCT 157 and ECON 156. 

ACCT 218. Intermediate Accounting I. Environment and theoretical structure of financial accounting, including income statements and statements of cash-flows, income measurement, the balance sheet, financial disclosures, time value of money concepts, cash and receivables, inventories, operational assets, investments. Application of accounting and economic concepts to analysis of a company's financial position and performance, as shown in published information, primarily financial statements. Prerequisite: ACCT 157. Fall. 

ACCT 219. Intermediate Accounting II. Continuation of ACCT 218. Topics include liabilities, contingencies, stockholders' equity, dilutive securities, earnings per share, investment, revenue recognition, income taxes, pensions, post-retirement benefits, leases, accounting changes and error correction, statement of cash-flows, financial statement analysis, full disclosure. Prerequisite: ACCT 218 with a grade of C or better or permission of instructor. Spring. 

ACCT 258. Computers and Accounting Information Systems. Introduction to hardware, software, networks, databases. Developing information strategy, organizing reporting needs, setting up accounting systems. Discussion of Enterprise Resource Planning (ERP). Prerequisites: ACCT 157 and MGMT 211.2 or equivalent experience. 

ACCT 315. Federal Income Tax. Personal tax concepts, structure, and planning, including rules of taxation that influence personal or business decisions. An understanding of our federal tax system is required to succeed in such professions as public accounting, banking, investment management, and auditing, as well as other occupations that involve decision-making. Prerequisite: ACCT 157. Fall. 

ACCT 322. Advanced Accounting. A comprehensive study of the equity and cost methods of accounting for investments in common stock and business combinations, including consolidated financial statements. Special topics such as accounting for partnerships, segment and interim reporting, foreign currency, and international accounting issues, including global accounting standards and diversity. Prerequisite: ACCT 218 with a grade of C or better or permission of instructor

ACCT 324. Auditing. An introduction to the practice and profession of auditing. Major topics include audit responsibilities and objectives, audit planning, evidence accumulation, materiality and risk, internal control, audit reports, professional ethics, and legal liability. Prerequisites: ACCT 218 with a grade of C or better or permission of instructor. 

ACCT 340. WI:Senior Seminar in Accounting. A capstone course related to financial reporting and hot accounting issues. Emphasis on understanding conceptual issues about financial reporting; such as international accounting standards and ethical issues as they relate to the profession. Understanding how business choices and ethical decisions affect financial statements and user perspectives; researching a company's financial statements, press releases, and news reports. Materials include case studies of actual companies. Prerequisite: ACCT 218 with a grade of C or better or permission of instructor. Writing-intensive. 

ACCT 351.2. Not-for-Profit-Sector Accounting. Issues of financial reporting, managerial, taxation, and information systems in not-for-profit organizations. Principles and practices of nonprofit accounting, ethics and professional standards, measurement of efficiency and economical use of resources to satisfy legal, reporting, and societal requirements. Emphasis on writing, speaking, critical thinking, and analytical skills. Prerequisite: ACCT 157 with a grade of C or better or permission of instructor. Spring. 

ACCT 352.2. Tax Planning for Business Entities. Fundamentals of individual and business income taxation, tax implications of various types of business entities, planning for acquisition and disposition of property, tax-advantaged investments, financial planning. Topics include employee compensation, conduit entities, corporations, and estates and trusts. Tax research and practitioner concerns. Prerequisites: ACCT 157 and ACCT 315 or equivalent experience. 

ACCT 190-199, 290-299, 390-399. Special Topics.
ACCT 286, 381-384. Independent Study.
ACCT 288, 386-388. Internship.
ACCT 400-401. Honors.

Undergraduate Courses in Economics

ECON 152. Principles of Economics. Study of basic economic theory and major economic institutions, including the development of economic thought. Emphasis on structure, functions, and underlying principles of modern economic life. Includes elementary macro- and microeconomic theory. Prerequisite: Three years of secondary mathematics through college-level algebra or consent of instructor. Fall & Spring. (M4) 

ECON 156. Economic and Business Statistics. Introduction to statistical concepts and methods. This course reviews descriptive measures of location and dispersion, provides an overview of probability concepts and distributions, and focuses on statistical inference, hypothesis testing, and simple and multiple linear regression analysis. Additional topics may include quality control and time series analysis. ECON 156 may not be taken for credit by students who have earned credit for MATH 107 or 231. Prerequisite: three years of secondary mathematics through college-level algebra or consent of instructor. Fall & Spring. (F2) 

ECON 210. WI:The Economics of Crime. Does crime pay? Of course! How crime and criminals are dealt with in tribal and non-Western societies; considerations of crime by political scientists, psychologists, sociologists, and economists; recommendations for controlling crime. Topics include crimes of theft and violence, white-collar crime, capital punishment. Open to all students with sophomore or higher standing. Counts as an elective for economics majors. Writing-intensive. 

ECON 211. The Economics of Health and Health Care. Human health, national and personal, from an economic perspective. Expenditures on health are a primary determinant of quality of life. In the United States and in many other countries in the developed world, health-care expenditures are rising faster than consumer income. Thus, understanding the economics of health is important, especially given the increasingly complex ways in which health-care services are delivered. Topics include the value of health from an individual and societal perspective; demand for physicians and other health services; supply of health care; insurance; international comparison of health expenditure and the role of government. May be counted as an elective for the economics major or minor. Prerequisite: junior or senior class standing, and ECON 152 or permission of instructor. Spring. (U1)

ECON 220. Money, Banking, and Financial Policy. History and theory of money, banking and financial markets: commercial banking and bank management; money and capital markets; financial innovation and regulation. Central banking, monetary theory and policy and international monetary issues are covered. A critical examination of current monetary and regulatory policies to maintain economic stability, economic growth, and other goals. Prerequisite: ECON 152 (final grade of at least C– or better). Fall.

ECON 225. Intermediate Microeconomics. Theory of production; market structures; equilibrium of the firm and the industry; pricing of factors of production; analysis of consumer behavior; general equilibrium analysis; welfare economics. Prerequisites: ECON 152 and 156 (final grades of at least C– or better), college-level calculus (MATH 108, 170, or 106 &166), and sophomore standing or permission of the instructor. 

ECON 226. Intermediate Macroeconomics. Macroeconomic theory and policy. Development and historical background of a unified macroeconomic model to explain the national income, inflation, and unemployment; economic growth. Analysis of current domestic and international economic events. Sophomore standing or instructor permission. Prerequisite: ECON 152 and 156 (final grades of at least C– or better). 

ECON 228. Economic Development. An integrative approach to theories and challenges of economic development in developing countries. Topics include population growth, education and health, capital formation and technology, socio-cultural foundations of development, trade, and the role of domestic and international institutions, especially the World Bank. Case studies are used from around the world. Prerequisite: ECON 152 (final grade of at least C– or better). Alternate years Spring. 

ECON 231. Managerial Finance. (Also MGMT 231) Relevant theories of financial management of business organizations, with emphasis on corporate form. Combines theoretical and environmental frames of reference to determine how firms maximize value. Topics include real and financial-asset valuation, risk and rates of return, cost of capital, portfolio choice, and long- and short-term financing decisions. Prerequisites: ECON152 and 156 (final grade of at least C– or better), ACCT 157. 

ECON 236. International Economics. Theories and policies of international trade and finance. Balance of payments, exchange-rate determination, free trade and protectionism, evolution of international economic institutions, contemporary issues. Prerequisites: ECON 152 (final grade of at least C– or better). Fall.

ECON 240. Environmental Economics and Policy. This course explores theories of externalities and public goods as applied to pollution and environmental policy. Trade-offs between production and environmental amenities and assessment of non-market value of environmental amenities. Topics include remediation and clean-up policies, development, and biodiversity management. Prerequisite: ECON 152 (final grade of at least C– or better). Spring. 

ECON 241. Natural Resource Economics and Policy. This course introduces the economic dimensions of environmental and energy issues. Use of economic models to approach energy and environmental issues in a way that leads to socially responsible and economically sound policy. Specific applications include fisheries, oil and gas reserves, and wildlife management. Prerequisite: ECON 152 (final grade of at least C– or better). Fall. 

ECON 256. Applied Econometrics. (Also MGMT 256) An introduction to regression-based modeling as applied to economic, management, marketing, and other business-related examples. Emphasis is on how to use econometrics to inform decision-making: to formulate, model, and interpret results of real-world problems based on data. In addition to learning various modeling techniques, the course focuses on often encountered data problems such as multicollinearity and serial correlation of errors. As an applied course, there is significant emphasis on correct specification of models and interpretation of results. Students will learn to use econometric software to estimate models and detect and address common challenges inherent in data. Prerequisites: ECON 152 and 156 (final grade of at least C– or better).

ECON 312. The Economics of Sports. This course applies economic theory to a variety of amateur and professional sports, including baseball, hockey, football, basketball, soccer, and golf. Principal areas of interest are labor, markets, industrial organization, and public finance. Topics for discussion: unions and strike behavior, the monopoly power of leagues, the baseball antitrust exemption, the effect of free agency on competitive balance and player salaries, and the funding of stadiums. Prerequisite: ECON 225. Alternate years Spring. 

ECON 325. WI: History of Economic Thought. Development of classical and neoclassical or marginalist economic theory. Works by Adam Smith, David Ricardo, Karl Marx, Alfred Marshall, John Maynard Keynes, others. Prerequisite: ECON 152 (final grade of at least C– or better) and one 200-level ECON course. Writing-intensive. Alternate years Spring. 

ECON 327. Industrial Organization. This course applies economic theory to the pricing practices of firms under varying degrees of competition. Analysis covers different industries and also firms’ decisions regarding quality, advertising and other business choices. Topics include: technological innovation, the role of information and advertising, and the dynamics of oligopoly and monopoly pricing. Prerequisites: ECON 152 and 156 (final grades of at least C– or better), and 225. Alternate years Fall.

ECON 329. WI:Labor Economics. Analysis of supply and demand for human resources, functioning of labor markets and labor institutions. Topics include discrimination, unionism and collective bargaining, macroeconomic aspects of employment, unemployment, wage levels. Prerequisites: ECON 152 (final grade of at least C– or better) and ECON 225. Alternate years. Writing-intensive. 

ECON 330. WI: Public Economics.  Public sector of the economy and economic welfare. Institutions and financing of the public sector. Nature of public goods, theory of public choice, principles of expenditure and tax analysis, the welfare effects of specific programs such as medical care, social security, unemployment insurance and food stamps, taxes on income, sales, social security, and property. State and local government finance. Prerequisites: ECON 152 (final grade of at least C– or better) and ECON 225. Alternate years. Writing-intensive. Fall.

ECON 335. Current Topics in Finance. Assesses contemporary issues in financial markets and institutions, corporate finance, investments, and the global economy. Topics will vary and be chosen to reflect the dynamic and often revolutionary nature of financial markets in a globalizing and technologically sophisticated environment. The regulatory and ethical environment of finance will be included among the issues studied. This course is designed for upper-level economics-finance majors as well as others with appropriate course background and interest, with approval of the instructor. The course will also serve as one of the controlled electives in the economics-finance track. Prerequisites: ECON 225. Recommended: ECON 220. 

ECON 341. Investment and Portfolio Theory. (Also Management 341) Principles underlying investment analysis and policy; salient characteristics of governmental and corporate securities; policies of investment companies and investing institutions; relation of investment policy to money markets; forces affecting securities prices; construction of personal and institutional investment programs. Determination of investment values, portfolio analysis, optimal investment planning. Securities and Exchange Commission regulations. Prerequisite: ECON/MGMT 231. Spring. 

ECON 342.1. Amrhein Investment Fund. Management of the Amrhein Investment Fund, with a maximum of one full unit of credit given over a two-year period if specific academic requirements are met. Pass/no credit only. 

ECON 190-199, 290-299, 390-399. Special Topics.
ECON 286, 381-384. Independent Study.
ECON 288, 386-388. Internship.
ECON 400-401. Honors.

Undergraduate Courses in Management

MGMT 211.2. Applied Information Management. Problems of organizing and managing data for use by managers, economists, and social scientists, or anyone who must keep track of information. Basics of information systems: what they are, how to design them, how they are used; and two computer tools used to manage them: spreadsheets and databases. Web research and usage. 

MGMT 216. Information Systems for Management. Management needs involving information systems have increased in importance and range. Explore the role of information technology in an organization and its impact on the business environment. Understand the importance of using information systems as a tool for managing. Topics include impact of information technology on organizations, ethical and security challenges, technical foundations of hardware/software, management of data, e-Business/e-Commerce, business IT strategies, telecommunications, and networking. Prerequisite: MGMT 211.2 or permission of the instructor. 

MGMT 223. Management and Organizational Theory. Presentation of foundational knowledge of the management processes of planning, leading, organizing and control, along with study of classic and emerging organizational theory. Management roles, functions, competencies and practice are studied in businesses and not-for profit organizations and grounded in business ethics, multiculturalism, and quality in the global business environment. Prerequisite: ECON152 (final grade of at least C– or better). 

MGMT 226. Legal Environment of Business. (Also SOCI 226) Legal principles related to conduct of business and industry. Topics of analysis include contracts, sales, agency, business organizations, partnerships, corporations, pass-through entities, unfair competition, and cyberlaw. 

MGMT 227. Consumer Behavior. Psychology of consumers. Methods of psychological research for problems in consumer areas. Impact of personality, learning, motivation, and perception on consumer decisions. Topics include consumer stereotypes, social groups as consumers, advertising, product or brand images and identification, and attitude change in consumers. Recommended: MGMT 251. Fall. 

MGMT 228. Telling and Selling Your Brand: The Art of the Story. (Also IDIS 228) Explores the use of mythology, archetypes, and storytelling to create a cohesive and compelling identity for an organization. Focus on how legendary organizations have built trust and created iconic brands by understanding and applying these principles. The use of symbolism (visual and mental) and metaphor to create a theme that is enduring, powerful, and integrated throughout the organization. Explore ways that organizations and people can develop deep and lasting relationships with their customers and other stakeholders through the understanding and application of these storytelling techniques. Prerequisite: Sophomore standing or higher.

MGMT 231. Managerial Finance. (Also ECON 231) Theories of financial management of business organizations, with emphasis on corporate form. Combines theoretical and environmental frames of reference to determine how firms maximize value. Real and financial asset valuation, risk and rate of return, cost of capital, portfolio choice, long- and short-term financing decisions. Prerequisites: ECON 152 and 156 (final grades of at least C– or better), ACCT 157. 

MGMT 250. Moral Marketing - Serving the World's Poor. (Also IDIS 250) How the ideas of tzedek ("justice") and charity ("love") apply to marketing to the world's poorest people (those living on less than $2 a day). Examination of three different perspectives of social justice: Jewish, Christian, and American secular traditions. Each of these three perspectives has unique traditions regarding the role of the individual and the community, and the obligation towards helping those less fortunate. Discussion of differences between morality and ethics based on these three perspectives, as well as approaches to social justice as an obligation, an act of love, or a practical solution. Discuss needs of the poor in emerging nations and how products could be created and distributed in these emerging nations in accordance with these different ethical and moral perspectives. (U2) Prerequisite: junior or senior class standing.          

MGMT 251. Marketing Management. The role of marketing activities in management of an organization. Emphasis on application of marketing principles to design and implement effective programs for marketing products and services to consumers and industrial users. Market analysis and buyer behavior in the development of appropriate product, pricing, distribution, and promotional strategies. Prerequisite: ECON 152 (final grade of at least C– or better) or permission of instructor. 

MGMT 253. Human Resource Management. Employee motivation, recruitment and selection, performance evaluation, training and development, compensation and benefit plans, intra-organizational communication. Emphasis on case studies to develop problem-solving and decision-making abilities; operational practices; relevant behavioral- science theories; public policy and institutional constraints on effective use of human resources. Prerequisite: MGMT 223 or permission of instructor. 

MGMT 255. Mindfulness in Sport. Using Csikszentmihalyi’s theory of flow as the theoretical framework to guide this course, we will explore mindfulness and flow in the context of optimizing performance in sports organizations. Together, we will discover how leaders make meaning of their behaviors in the context of doing good business in the sports industry. We will explore ways of thinking, reactions to our readings, self-reflection, and how to express responses in an analytical and thoughtful way. In an effort to create awareness for happiness at work, we must understand the cultural implications that stimulate our lives. Using a sports management lens, let’s explore how “… leaders and managers of any organization can learn to contribute to the sum of human happiness, to the development of an enjoyable life that provides meaning, and to a society that is just and evolving” (Csikszentmihalyi, p. 5, 2003). Prerequisite: MGMT 223.

MGMT 256. Applied Econometrics. (Also ECON 256) An introduction to regression-based modeling as applied to economic, management, marketing, and other business-related examples. Emphasis is on how to use econometrics to inform decision-making: to formulate, model, and interpret results of real-world problems based on data. In addition to learning various modeling techniques, the course focuses on often encountered data problems such as multicollinearity and serial correlation of errors. As an applied course, there is significant emphasis on correct specification of models and interpretation of results. Students will learn to use econometric software to estimate models and detect and address common challenges inherent in data. Prerequisites: ECON 152 and 156 (final grade of at least C– or better).

MGMT 310. "Doing Good" at Work. (Also IDIS 310) "Doing good" is philanthropy, ethical codes of conduct, voluntarism, social responsibility, and environmental stewardship. "Doing good" at work is not only the morally correct thing to do for the individual employee, but the more individuals in the organization who "do good," the more likely the organization will succeed on economic, social, and mission-related levels/goals. Students will learn about the philosophy, history and practice of "doing good" at work, and integrate what they have learned and what they believe to develop their own model for "doing good" that they can work and "live with." Prerequisite: junior or senior class standing. (U2) 

MGMT 311. WI: Marketing Research. Methods of collecting, analyzing, and interpreting data to aid marketing managers in identifying market problems and opportunities and to develop effective marketing strategies. Prerequisites: ECON 156 (final grade of at least C– or better) and MGMT 251. Writing-intensive. Spring. 

MGMT 324. Operations Management. Introduction to managing the supply side of profit and not-for-profit organizations, and their production of goods and services. Includes process improvement, scheduling, materials management, and quantitative methods for operations management. Prerequisites: ECON 156  (final grade of at least C– or better) and two (2) of the following: ACCT 213 or MGMT 231 or MGMT 251 or MGMT 253. Spring. 

MGMT 326. Law of Finance and Credit. Aspects of legal environment of financial and thrift institutions. Application of Uniform Commercial Code to commercial paper, deposits and collections, investments, and secured transactions. Consumer credit transactions, mortgages and realty, trusts and estates. Prerequisite: ACCT 157 and MGMT 226. Alternate years. 

MGMT 333. International Issues in Management. Issues in international business and management from a world-system perspective; development of management as it influences and is influenced by multinational network of organizations, governments, and business enterprises. Theory and practice of global management, requiring perspective compatible with changing nature of international relations. Prerequisite: MGMT 223 or permission of instructor. Alternate years. 

MGMT 341. WI:Investment and Portfolio Theory. (Also ECON 341) Principles underlying investment analysis and policy; salient characteristics of governmental and corporate securities; policies of investment companies and investing institutions; relation of investment policy to money markets; forces affecting securities prices; construction of personal and institutional investment programs. Determination of investment values, portfolio analysis, optimal investment planning. Securities and Exchange Commission regulations. Prerequisite: ECON/MGMT 231. Writing-intensive. Spring. 

MGMT 342. WI:Organizational Behavior and Leadership. Examines the relationship between the individual and the organization. Topics to be considered include communication motivation, leadership and power, group dynamics and decision-making, interpersonal relationships and change. Theories and practice of leadership will be studied in depth. Various pedagogical techniques will be utilized including lectures, case studies, examination of research and experiential learning. Prerequisites: MGMT 223 and 253. Writing-intensive.  

MGMT 365. Management Seminar. Senior seminar for management majors that  presents classic and emerging management strategy theory, integrates functional aspects of business including marketing, human resources, finance and operations, and gives students opportunities to apply these concepts and principles to the effective leadership and management of business and not-for-profit organizations.  Prerequisites: Senior standing; MGMT 223; one controlled elective; and either MGMT 251 or MGMT 253.  Spring.

MGMT 190-199, 290-299, 390-399. Special Topics.
MGMT 286, 381-384. Independent Study.
MGMT 288, 386-388. Internship.
MGMT 400-401. Honors.

Graduate Courses in Management

MGMT 502. Epidemiology and Bioinformatics. This is an epidemiology methods course designed with the broad perspective required for determination of the distribution and determinants of health and illness in human population groups. One focus is on the information systems, data sets and algorithms used in solving health problems and finding solutions needed for evidence-based practice. Knowledge required for being a critical consumer of research reports in professional literature is an additional focus. Designing health promotion and disease prevention programs for important global and local health problems is also stressed. 3 graduate credits.  Prerequisite:  None. 

MGMT 504. Policy, Quality and Safety. This course provides an overview of policies that affect the quality, safety, and cost-effectiveness of health care. Students analyze the effects that paradigms, values, special interests, and economics have in the delivery and financing of health care that may or may not result in improvement of health of the public and of specific subsets of patients. 3 graduate credits.  Prerequisite:  None. 

MGMT 511. Developing Leadership Competencies.  Organizations and businesses need leadership from every individual who works or volunteers to advance its mission and goals.  Regardless of style or approach, leadership starts with basic competencies that together create a portfolio for leadership effectiveness.  The roster of competencies is fluid and can vary depending on the individual, the workplace and the goals, but the outcome is constant:  they contribute significantly to an individual’s ability to lead people.  In this course, we will examine what can arguably be considered among the most relevant and substantive competencies for effective leadership currently. Competencies may include emotional intelligence, authenticity, being present, character, creativity, courage and empathy.  Incorporating a variety tools and techniques, such as presentations, research, essays and outreach to industry professionals, the course gives students the opportunity to understand, assess, and develop their own capacities and effectiveness in these areas of leadership competencies.  Throughout the course, reflective practice, that aligns course theoretical knowledge with student workplace experiences and builds a supportive learning community, will be emphasized.  3 graduate credits.  Prerequisite:  None.

MGMT 512. Women in Leadership. As the opportunities for women's advancement in the workplace become more competitive the ability to be prominent and exhibit one's capabilities to make a significant contribution toward an organization's success is more important than ever. To substantiate those skills, women must strengthen their leadership skills, hone their abilities to strategically network, develop strategies that cultivate the right relationships, and understand the factors that lead to success in diverse work forces. This course will examine current issues and trends of women and leadership from both the societal and personal perspectives. Material will explore opportunities and challenges that exist for women in the workplace and students will examine how gender, race, class, and other factors, influence leadership styles. Students will leave the course with heightened awareness and confidence to affect positive change on behalf of women in the workplace. Prerequisite:  None. 

MGMT 513. Leading People in Organizations.  Leaders and managers achieve goals working with and through others. They must be skilled in developing individuals to work in teams, in facilitating teams, and in managing conflict. Leaders and managers must understand organizational and national cultures and how they affect the achievement of goals. They must not only hold strong ethical values, but also model them. This course examines the role of managers as leaders in organizations and develops knowledge and skills needed by managers in today’s business environment to successfully achieve organizational goals.  This course focuses on who leaders are and what leaders do.  It is important to know what accounts for effective leadership and how one can become an effective leader.  Subsequently, course material will focus upon fundamental principles of leadership and how these principles relate to becoming an effective leader.  Emphasis will be placed on self-reflection and analysis in regard to developing one’s own leadership skills.  3 graduate credits.  Prerequisite:  None.  

MGMT 515. Microeconomic Foundations for Strategic Management.  In this course, participants explore the role of economic theory and analysis in the formation of business strategy and policy.  The course examines the importance of understanding the competitive environment, including market structure, strategic interactions among competitors, and government antitrust policies, as well as economic forces internal to the firm such as costs.  The course emphasizes the importance of economic reasoning in the strategic management process.  3 graduate credits.  Prerequisite:  None. 

MGMT 517. Corporate Financial Management.  This course focuses on the integration of both the theoretical and practical aspects of financial and investment decisions in the corporate environment.  Students will learn to fully utilize accounting and financial information to make sound, ethical decisions.  Topics include financial statement analysis, risk & return, capital budgeting, cost of capital, capital structure, financial decision-making under conditions of uncertainty, corporate valuation, working capital management, multinational finance, and current issues such as derivatives, bankruptcy, mergers and acquisitions, divestitures and corporate governance.  The legal and ethical aspects of financial management are examined within the context of the existing legal and regulatory environment. 3 graduate credits.  Prerequisite:  None. 

MGMT 519.  Managing Operations.  This course focuses on the strategic and tactical issues associated with managing the creation and distribution of goods and services.  Concepts, techniques, and tools of process and project management are emphasized.  Specific topics include, among others, operations strategy, quality management, time-based competition, and supply chain management.  The application of these techniques in various settings including the industrial, service, healthcare, and not-for-profit sectors is also examined.  3 graduate credits.  Prerequisite:  None. 

MGMT 520. Financial Management in Health Care Organizations
This course focuses on the synthesis of theoretical and practical principles of financial and investment decisions within healthcare organizations. Students utilize accounting and financial information to execute effective decisions that enhance organizational objectives and patient outcomes. Prerequisite:  None. 

MGMT 521. Ethics, Law, & Social Responsibility. This course explores the vital relationship between business and the legal, political and social environments, and the impact of self-regulation, market regulation, and government regulations on corporate behavior. Specific topics will include ethics and corporate social responsibility, occupational and industrial codes of conduct, antitrust problems, corporate governance, securities markets, the employee-employer relationship, employment discrimination, consumer protection, product liability, environment policy and social and legal issues of multinational business.  3 graduate credits.  Prerequisites:  None.

MGMT 522. Project Management. This course focuses on defining projects and identifying how to manage them within healthcare organizations.  Students learn to identify project management process groups, methods to formulate and execute goals, break project components into work breakdown structure, and critique project case studies to assure performance improvement. 3 graduate credits.  Prerequisite:  None.

MGMT 523. Marketing Management and Strategy. This course focuses on the role of marketing in establishing and maintaining the relationship between the organization and its internal, domestic and global customers. Emphasis is placed on the analysis of market opportunities, customer behavior and competitive conditions leading to the development of strategic marketing plans for building and strengthening customer relationships. Specific topics include product and service strategy, pricing, promotion and management of channels of distribution including the role of the Internet and electronic commerce.  3 graduate credits.  Prerequisite:  None. 

MGMT 524. Strategic Planning in Health Care
This course examines models of change within health care organizations and identify strategic and leadership decisions necessary to effect positive organizational outcomes. Factors that assure short-term and long-term success in a competitive health care environment, including developing partnerships and cultivating human and other resources are analyzed. Students utilize case studies to critique the strategic decision-making process and make recommendations for effective strategic change. Prerequisite: None.

MGMT 532. Managing Healthcare Organizations. This course examines the unique environment of healthcare and the challenges confronting managers in that environment.  Topics examined include marketing healthcare services, recruiting and retaining staff necessary for meeting mission, the strategy of healthcare services delivery, healthcare informatics, and decision making in the healthcare marketplace.  3 graduate credits.  Prerequisites: None. 

MGMT 534. Health Economics. In this course, students will study human health, both national and personal, from an economic perspective.  Further, students will analyze the ways in which healthcare services are demanded and supplied. Topics include:  the value of health from an individual and societal perspective; the demand for physicians’ and other health services; the supply of healthcare; the demand for and the supply of health insurance; international comparison of healthcare expenditures; cost-benefit analyses of public policies and medical interventions; and the role of government in related healthcare markets.  3 graduate credits.  Prerequisites:  None.

MGMT 536. Law, Regulations, and Ethics in the Healthcare Environment. This course provides an overview of legal issues associated with healthcare, including HIPAA and Medicare fraud and abuse, and the regulatory and accreditation environments of Medicare, Medicaid, JCAHO, and OSHA. Ethical issues associated with the practice of medicine and decision-making in the healthcare environment are also examined. 3 graduate credits. Prerequisites:  None.

MGMT 545. Procurement and Sourcing Strategy.  This course examines the fundamental concepts of supply chain management.  Topics include the roles and responsibilities of the purchasing function, supplier relationship management and development, contract development, negotiations, and management, strategic sourcing, strategy, purchasing ethics, and more.  3 graduate credits. Prerequisite:  None. 

MGMT 547. Integrated Logistics Systems.  This course looks at supply chain management as a logistical system.  Topics include inventory management and warehousing, including inventory turnover, process management, customer satisfaction, and investment recovery.  Delivery issues, including sourcing vs. in-house systems, are examined.  Measuring the performance of the entire supply chain is emphasized.  3 graduate credits. Prerequisite:  None. 

MGMT 549. Supply Chain Management Technology. This course examines the use of various individual technologies and technology systems to enhance the performance of the supply chain function in organizations.  Technologies examined include RFID and auto-dispensing devices, barcode systems, route optimization software, and others.  Systems such as enterprise resource planning systems, work management, purchasing, inventory, and accounts payable, as well as e-commerce and e-marketing technologies, are examined for their strategic value to organizations.  Technology implementation design and management is also examined with a focus on performance measurement.  3 graduate credits.  Prerequisite:  None. 

MGMT 551. International Business Issues. Issues and challenges facing top managers when organizations operate in a global environment. The strategic issues, operational practices and the governmental relations of multinational companies are analyzed through cases which bridge functional business areas. Topics include entry into foreign markets, operating problems, alternative business strategies, and government policies. Topics are examined both from the point of view of the central management of the firm, as well as the expatriate executive’s perspective. 3 graduate credits.  Prerequisites:  None.

MGMT 552. Management Accounting.  This course is designed to introduce students to the variety of ways in which management accounting information is used to support an organization’s strategic objectives.  The role of managerial accounting has been expanded to include collection and analysis of measures of financial performance, customer knowledge, internal business processes, and organizational learning and growth.  To facilitate student comprehension and appreciation for the expanded role of managerial accounting, the following issues will be considered: the nature of costs incurred by firms and the variety of ways by which organizations account for and manage these costs; the process of evaluating the performance of firms and their business units; the rationale behind the balanced scorecard; the use of accounting information to motivate and evaluate performance. 3 graduate credits.  Prerequisite:  None. 

MGMT 553.  Big Data Management.  This course covers fundamental issues in large-scale data management.  The course examines issues related to data organization, representation, access, storage, and processing.  Discussion includes open source and commercial solutions, with special attention being paid to large distributed database systems and data warehousing.  The course introduces technologies and modeling methods for large-scale, distributed analytics.  3 graduate credits. Prerequisite:  None. 

MGMT 554. Intellectual Property Asset Management. It is widely commented that physical assets are on a broad decline in relative importance across many industries while intangible assets, particularly intellectual property assets (e.g.: staff know how, brands, patents, proprietary software, and data), are ascending rapidly in importance as main sources of strategic advantage and earnings generation potential. Intellectual Property Asset Management will provide students with a full appreciation of the use of their organization’s intellectual property assets. A considerable amount of complex negotiations with other firms is frequently required to assemble and utilize intellectual property asset portfolios effectively, both as stand alone assets and as integral parts of partnership and joint venture arrangements. Therefore, the course also provides managers with negotiations skills training, including both concepts and workshop mode negotiation practice.  3 graduate credits.  Prerequisite:  None. 

MGMT 555.  Business Research Methods. Good business decisions and strategy depend on drawing inferences from data.  Today businesses gather and store vast amounts of data on customers, markets, and the business itself.  In this course students will learn how to predict and explain phenomena in the environment through the gathering, analyzing, interpreting, and reporting of information that makes business decision makers more effective.  The course focuses on methods of conducting business research, including data collection and sampling, measurement, hypothesis testing, basic quantitative analysis, and multivariate statistical techniques.   Students will design and execute their own analysis of data in a business discipline of their choice.  Excel is used extensively in the course as an analysis tool.  3 graduate credits. Prerequisite:  None. 

MGMT 556. Decision Analysis. This course presents tools for decomposing complex decisions into constituent parts allowing each part to be solved separately and reintegrated into the overall problem solution. Subjecting complex decisions to a formal decision analysis process provides decision makers with much greater clarity about the true nature and risks inherent in the decision being made and produces more precise estimates of the range of outcomes that each decision option may yield. Decision analysis tools are commonly used to assist decision makers in complex decision environments such as those with multiple quantifiable and non quantifiable objectives, those that create, eliminate, or change options faced in subsequent decision environments, and decision options whose impacts are shaped by risk and uncertainty in current and future environments. Techniques such as decision trees and probability distributions, influence diagrams, the Simple Multi-Attribute Technique (SMART), Monte Carol simulations, Bayesian analysis scenario planning, and others will be discussed.  3 graduate credits.  Prerequisite:  None. 

MGMT 557. Big Data Analytics.  Data mining is the process of selecting, exploring, and modeling large amounts of data to find patterns and gain insights for making actionable knowledge.  Several data mining techniques will be applied to large data sets from different business areas to support business decision making.  This course will introduce students to data mining tools, techniques, and the various problems that can be solved using the tools and techniques.  Students will learn to select appropriate analysis methods, use statistical software to apply those methods, and critically evaluate and communicate the results.  Prerequisites:  MGMT 555 Business Research Methods, or permission of the instructor.  3 graduate credits.

MGMT 561. Measurement Strategies and Methods in HR Management.  HR professionals must be able to gather data appropriately, analyze it, and communicate findings to managers and executives convincingly to be strategic partners in the organization.  This course examines methods for collecting and analyzing data for a variety of HR needs including satisfaction surveys, market analysis and benchmarking, workforce profiling, and compensation and benefits analysis.  Both quantitative and qualitative methodologies will be examined along with concepts of evidence based management.  Prerequisite:  None. 

MGMT 562. Human Resource Information Systems.  This course examines the strategic role of human resource information systems (HRIS) in the effective management of organizations, operationally and strategically. Students and faculty will examine how to determine organizational readiness and need for an HRIS and the factors that assist in the selection and evaluation of an appropriate HRIS.  HRIS concepts will be linked to HR activities such as performance management, compensation and benefits, equal employment opportunity and affirmative action, labor relations, and human resource planning, as well as enterprise computing needs.  Students will gain knowledge of the process of implementing, managing, securing, and using data and information stored in electronic HRIS databases.  Prerequisite:  None. 

MGMT 563. Current Legal Issues in HR Management.  This course examines the high priority legal issues in today’s current HR environment. Working from a basis of laws and regulations governing the employment relationship, students and faculty examine how federal and state legislation, court and administrative decisions, and regulatory processes are changing interviewing, hiring, promotion, performance assessment, termination, diversity, privacy, safety and health, and union-management relations practices in the workplace.  Emphasis is placed on analyzing the impact of changes in law and regulations and determining both operational and strategic impacts of those changes on organizational practices.  Prerequisite:  None. 

MGMT 565. Global Talent Management. Various methods for acquiring the critical skills needed to produce products and services are examined in this course.  In addition to the traditional staffing topics of recruiting, selecting and retaining employees, outsourcing and importing human resources to meet organizations’ strategic skill and knowledge needs will be examined.  Other topics may include equal employment opportunity, human resource planning, determination of staffing needs, internal and external recruitment strategies, selection interviews, tests and assessment procedures, placement, promotion, transfer policies and retention strategies.  Prerequisite:  MGMT 561 Measurement Strategies & Methods in HR Management or MGMT 555 Business Research Methods.

MGMT 567. Managing Compensation and Benefits.  This course examines the goals of the organization in its employment of human resources including the use of reward systems, monetary and non-monetary, intrinsic and extrinsic, in the motivation of goal-oriented behavior as a major factor in influencing people’s actions in the workplace. The effects of reward systems on recruiting, performance, satisfaction and tenure are examined.  The course also explores pay system components such as entry position rates, job evaluation systems, merit pay plans, and employee income security systems. Legal aspects of reward systems, such as federal wage and hour laws and the Employee Retirement Income Security Act, are examined.  The value of healthcare benefits to organizations and employees is also discussed.  Prerequisite:  None. 

MGMT 569. Training and Development Systems.  This course is an introduction to behavioral concepts and organization best practices related to training and developing human resources.  Emphasis is placed on the investigation and development of proactive strategies to align the knowledge and skills of the organization’s employees with those needed to realize the organization’s strategic goals.  Learning technologies for delivering training content are explored within the context of aligning training and development strategy with organizational needs.  Prerequisite:  None. 

MGMT 571. Leading Change in Organizations.  Integrative Experience – Organizations are facing many environmental challenges including new technologies, new methods of organizing, diverse consumer demands, new competitors, and diverse employee skills and backgrounds.  The common denominator is change.  This course examines innovation and organizational change from a strategic and operational perspectives.  Students’ knowledge and skills related to innovation and change management are developed with an emphasis on strategy and organizational goals.  Applied projects with small businesses and not-for-profit organizations allow students to apply their knowledge of innovation and change management in the real world situations.  3 graduate credits.  Prerequisite:  Final semester status, or permission of instructor.  

MGMT 572. Managing Performance: Motivating, Coaching & Evaluating.  Managers and human resource professionals must have a good understanding of performance management principles in order to coach managers in managing employee performance. This course focuses on the underlying principles of performance management and ways to intervene early to manage behavioral problems. Topics to be covered include an overview of performance management, methods for motivating staff, coaching employees, including executives, for success, establishing performance plans, and conducting performance evaluations.  3 graduate credits.  Prerequisite:  None. 

MGMT 577. Project Planning and Management.  Introduces project management—the administration of a temporary organization of human and material resources within a permanent organization to achieve a specific objective. You consider both operational and conceptual issues. You learn to deal with planning, implementation, control, and evaluation from an operational perspective. In the conceptual arena, you study matrix organization, project authority, motivation, and morale and explore the differences and similarities between project and hierarchical management. You investigate cases that illustrate problems posed by project management and how they might be resolved. 3 graduate credits. Prerequisites:  None.

MGMT 579. Strategic Human Resources Management.  This course includes an overview of business strategy and emphasizes the role of human resource management for effective strategy implementation.  Models of organizational diagnosis and change, reengineering, divesting, merging, acquiring, downsizing, and outsourcing are examined from a strategic and operational human resource perspective.  Students will complete a service learning assignment with a not-for-profit organization or small business to apply the knowledge and skills learned in this course.  This course is normally taken by students as the last course in their program of study.  Prerequisite:  Permission of instructor.

MGMT 590-599. Special Topics
MGMT 581-582. Independent Study.
MGMT 586-588. Internship.

MGMT 602. Regression, Factorial, and Cluster Analysis. This course is focused on methods concerned with relations among variables and/or significant group differences. Multiple regression will be covered. Other techniques such as principal components analysis (PCA), exploratory factor analysis (EFA), which examines the interrelation between variables, and cluster analysis (CA) and discriminant analysis (DA), which are both concerned with the interrelations between cases or groups will also be covered. Prerequisite: MGMT 557 Big Data Analytics.

MGMT 605. Generalized Linear Models. This course extends linear OLS regression by introducing the concept of Generalized Linear Model (GLM) regression. The course reviews traditional linear regression as a special case of GLM's, and then continues with logistic regression, poisson regression, and survival analysis. The course is heavily weighted towards practical application with large data sets containing missing values and outliers. It addresses issues of data preparation, model development, model validation, and model deployment. Prerequisite: MGMT 602 Regression, Factorial, and Cluster Analysis.

MGMT 608. Advanced Modeling Techniques. Drawing upon previous coursework in predictive analytics, modeling, and data mining, this course provides a review of statistical and mathematical programming and advanced modeling techniques. It explores computer­ intensive methods for parameter and error estimation, model selection, and model evaluation. The course focuses upon business applications of statistical graphics and data visualization, tree ­structured classification and regression, neural networks, smoothing methods, hybrid models, multi­way analysis, and hierarchical models. This is a case­ study­ and project­ based course with a strong programming component. Prerequisite: MGMT 605 Generalized Linear Models.

MGMT 612. Marketing Analytics. This course provides a comprehensive review of predictive analytics as it relates to marketing management and business strategy. The course gives students an opportunity to work with data relating to customer demographics, marketing communications, and purchasing behavior. Students perform data cleansing, aggregation, and analysis, exploring alternative segmentation schemes for targeted marketing. They design tools for reporting research results to management, including information about consumer purchasing behavior and the effectiveness of marketing campaigns. Conjoint analysis and choice studies are introduced as tools for consumer preference measurement, product design, and pricing research. The course also reviews methods for product positioning and brand equity assessment. Ethics and legal considerations of marketing analytics are discussed. This is a case­ study­ and project­-based course involving extensive data analysis. Prerequisite: MGMT 605 Generalized Linear Models.

MGMT 615. Web Analytics. A central part of e­commerce and social network applications, the World Wide Web is an important channel and data source for online marketing and customer relationship management. This course provides a comprehensive review of Web analytics, including topics in search marketing, social network marketing, social media analytics, user generated content management and marketing, mobile advertising and commerce, and CRM strategy. The course examines the use of Web sites and information on the Web to understand Internet user behavior and to guide management decision­ making, with a particular focus on using Google Analytics. Topics include measurements of end­user visibility, organizational effectiveness, click analytics, log file analysis, and ethical issues in analytics. The course also provides an overview of social network analysis for the Web, including using analytics for Twitter and Facebook. This is a case study­ and project­ based course. Prerequisite: MGMT 608 Advanced Modeling Techniques.

MGMT 618. Data Visualization. This course begins with a review of human perception and cognition, drawing upon psychological studies of perceptual accuracy and preferences. The course reviews principles of graphic design, what makes for a good graph, and why some data visualizations effectively present information and others do not. It considers visualization as a component of systems for data science and presents examples of exploratory data analysis, visualizing time, networks, and maps. It reviews methods for static and interactive graphics and introduces tools for building web­browser ­based presentations. This is a project­ based course with programming assignments. Prerequisite: MGMT 602 Regression, Factorial, and Cluster Analysis.

MGMT 622. Healthcare Analytics. This course focuses on developing skills in analyzing and improving healthcare systems and processes by integrating systems analysis, quality management, operations research techniques, exploratory data analytics and data visualization. Emphasis is placed on the use of organizational data, especially time­stamp data, to study processes and outcomes of care, particularly as it relates to flow analysis and improving work flow. The course relies heavily on hands­on use of computer­based modeling tools. Emphasis will be placed on formulating, designing, and constructing models, drawing conclusions from model results, and translating results into written end­user reports to support process improvement and quality improvement efforts. Prerequisite: MGMT 602 Regression, Factorial, and Cluster Analysis.

MGMT 625. Supply Chain Analytics. This course explores how firms can better organize their operations so that they more effectively align their supply with the demand for their products and services using analytics applied to enhance competitiveness. The course provides both tactical knowledge and high­level insights needed by general managers and supply chain management consultants. The course focuses on managing uncertain demand, both within the firm and across the supply chain. Prerequisite: MGMT 555 Business Research Methods.

MGMT 628. Text Analytics. This course is focused on incorporating text data from a wide range of sources into the predictive analytics process. Topics covered include extracting key concepts from text, organizing extracted information into meaningful categories, linking concepts together, and creating structured data elements from extracted concepts. Students taking the course will be expected to identify an area of interest and to collect text documents relevant to that area from a variety of sources. This material will be used in the fulfillment of course assignments. Prerequisite: MGMT 602 Regression, Factorial, and Cluster Analysis.

MGMT 671. Capstone Project. The capstone course focuses upon the practice of predictive analytics. This course gives students an opportunity to demonstrate their business strategic thinking, communication, and consulting skills. Students work individually on projects that can be work ­related or part of a consultative effort with an organization. Students will present their project online to faculty and peers. Prerequisite: Completion of a minimum of 30 credits toward the degree and permission of the instructor