UNDERGRADUATE COURSES

BT 101 Introduction to Business Planning and Field Study
(3-0-3)
During this first-year course, students gain a fundamental understanding of how businesses are organized, key functions within a company and how companies operate, using a Business Plan model as the teaching tool. Students start their exposure to a group of companies to assist them in determining what company, product or service they will choose for their Business Plan.

BT 102 Diagnosing Internal Capabilities of a Company
(3-0-3)
During this first-year course, students develop skills in conducting an in-depth internal analysis of a company, to include the type of questions and information needed for a situational diagnosis of a company’s product or service, R&D efforts, operations, organization and management, and financial capabilities. Students continue their in-depth analysis of three selected companies, using the research and analysis learned in this course and BT 101. Prerequisite: BT 101.

BT 113 Marketing
(3-0-3)
The purpose of this course is to provide the conceptual frameworks and decision-making tools required for success in both technology-based and non-technology-based markets: the student learns to define and select specific customer segments; to monitor the business environment for both opportunities and threats, with particular attention to the ever-changing technological and global context, and to develop marketing strategies for serving each targeted customer segment profitably. Although this course introduces the student to the basic theory and analytical methods characterizing modern marketing practice, there is an emphasis on both the marketing of technology products/services as well as the impact of technology on the general practice of marketing. Students are required to present both a detailed marketing plan and several rigorous case analyses.

BT 115 Financial Accounting
(4-0-4)
This course deals with the methods and principles of financial accounting. It focuses on the recording and measurement of the business activities and the preparation of financial reports. The emphasis is on summarizing activities for persons external to the business. Topics include: financial statements, principles of accrual accounting, the measurement and reporting of detailed balance sheet items and the analysis of financial reports.

BT 121 IT and Applications: Introduction to eTechnology
(3-0-3)
The recent developments in Information Technology (IT) and e-business have brought dramatic changes in the way companies operate, compete and conduct business. During this course, students are introduced to the organizational structure of e-business and are provided with a solid theoretical foundation for understanding applications from a managerial orientation. The focus is on how new technology is conducted and managed, in addition to its opportunities, limitations, issues and risks. The goals for the course are to encourage students to develop skills in two areas: IT fundamentals and business applications. Specific topics include: architecture of IT, e-business and the Internet, future trends in IT and understanding business applications as they relate to IT. This course requires in-class use of a laptop computer in the current Stevens configuration with Stevens wireless and TCP/IP access.

BT 131 Technogenesis: Introduction to Innovation and Creativity
(3-0-3)
This course introduces students to innovation and creativity. Included are techniques to stimulate creativity in groups and individuals. The course utilizes individual and team projects to develop an intrinsic understanding of the environment, humans’ interactions with it and innovations to improve that interaction. Students report the results of their innovation efforts through written and oral presentations. This course is open only to Business and Technology majors.

BT 201 Diagnosing and Measuring Customer Satisfaction
(3-0-3)
During this second-year course, students learn how to perform an external customer analysis on a company they have selected. Students will present their findings at the end of the semester, summarizing their customer satisfaction analysis. Students gain an understanding and appreciation of the issues that must be addressed to initiate a Customer Satisfaction Measurement (CSM) program, the issues involved in the development and implementation of CSM and, finally, managerial considerations involved in CSM. Topics include: customer satisfaction, "Customer Value Model" and collecting and analyzing demographic and psychographic data. Prerequisites: BT 101, BT 102.

BT 202 Diagnosing the External Environment
(3-0-3)
Students continue to build upon the market research and situational analysis techniques from prior courses by evaluating the external factors that can significantly impact a company’s performance. Topics include: identifying key market-related forces and their impact on the company’s marketing strategy; the impact of technological and socioeconomic developments; analyzing and understanding the impact of economic development on a company’s financial strategy; and understanding the impact of legislative and regulatory actions. Students complete an externally-focused analysis of a company’s operations and use the results of the analysis to identify threats and opportunities related to that company’s performance. Prerequisites: BT 101, BT 102 and BT 201.

BT 214 Market Research
(3-0-3)
This course exposes students to the entire marketing research process, from the problem formulation stage (at the very beginning) to the research findings report (at the very end). This objective is achieved in two ways: in the classroom and in the field, where students are required to work closely with an actual business client on a marketing research project concerning an actual product or service. (The instructor assists the students in securing a business client.) During the course, the topics covered include the marketing research process and problem formulation, research design, primary data collection, data collection forms, attitude measurement, sampling procedures, sample size, collecting the data, data analysis, interpretation of results and the final research report. The course builds heavily on the statistical foundation laid down during BT 221 Statistics. A statistical package (SPSS) is used during the analysis stage of the research process. Prerequisites: BT 113, BT 221.

BT 215 Cost Accounting
(3-0-3)
This course deals with the methods and principles of managerial accounting. It is concerned with the use of accounting data by individuals within a business in order to enhance managerial decision-making and control. Topics covered include cost estimation and management, cost accounting systems, cost allocation, decision analysis, budgets, variances and responsibility accounting. Prerequisite: BT 115.

BT 221 Statistics
(3-0-3)
This course provides students with an understanding of the use of statistical methods as applied to business problems, in general, and to marketing research applications in particular. Topics include: descriptive statistics; probability theory, discrete and continuous probability distributions; sampling theory and sampling distributions; interval estimation; hypothesis testing; statistical inference about means, proportions and variances; tests of goodness-of-fit and independence; analysis of variance and experimental design; simple and multiple regression; correlation analysis. This course has been developed with particular attention to the specific statistical foundation required by students enrolling in BT 214 Marketing Research the next term. A statistical package (SPSS) is used throughout the term.

BT 223 Applied Models & Simulation
(3-0-3)
This course covers contemporary decision support models of simulation and forecasting for business activity. Students learn how to identify and conceptualize stochastic problems, choose the appropriate methods, collect and process the data (data mining) and create stochastic simulations. Analytical methodologies are based on statistical simulation, operations research optimization and statistical forecasting. Computer simulations are performed on PCs equipped with a user-friendly graphical interface with multimedia reports generation for visualization. Students conduct business game simulations for group decision support. EM 345 may be taken as an alternative. This course requires in-class use of a laptop computer in the current Stevens configuration with Stevens wireless and TCP/IP access.Prerequisites: Ma 117 and BT 121.

BT 224 Science and Technology: Electricity, Magnetism and Optics
(3-0-3)
This is the second in the four-course science and technology sequence for the business and technology program students. It is designed to provide students with an overview of modern science and technologies, as well as scientific and engineering methodologies. This course focuses on electricity and magnetism including electromagnetic waves and optical phenomena and technologies.  Prerequisites: Ma 117, PEP 111.

BT 301 Goal Setting and Sales and Revenue Plan Development
(3-0-3)
Students learn how to set preliminary goals, objectives and strategies. They begin to develop the specific aspects of their business plan including an actual sales/revenue plan. Topics covered also include preparing an R&D plan and the use of historical information to prepare sales, revenues and marketing expense estimates. Students work independently and in class; individually and in teams. Prerequisites: BT 101, BT 102, BT 201 and BT 202.

BT 302 Preparing the Planning Document
(3-0-3)
This course covers the basic managerial components of planning, organizing, influencing and controlling with selected study and discussion of important and sometimes controversial topics including global management, social and ethical responsibility, human resources, change, leadership and communication. By term-end, students are expected to complete the ‘Managerial’ portion of their Business Plan. Prerequisites: BT 101, BT 102, BT 201, BT 202 and BT 301.

BT 321 Corporate Finance
(3-0-3)
This course covers capital budgeting, capital structure, dividend policy, mergers and acquisitions and aspects of international finance. The impact of and techniques for web-based finance are also covered. Prerequisites: BT 115, Ma 117, BT 221 and EM 350.

BT 334 Science and Technology: Introduction to Chemistry and Materials
(3-0-3)
The course is the third in a four-course sequence, for the business and technology program students, designed to provide students with an overview of modern sciences and technologies as well as scientific and engineering methodologies. This course presents an introduction to chemistry, functional and structural materials and modern physics.  Prerequisites: BT 224.

BT 352 Managing Innovation and Technology
(2-0-2)
This course will introduce the student to the basic principles of managing technology and innovation in the corporate environment and the critical role technology plays as a strategic resource to achieve an organization's business objectives.  Topics will include the evolution of technology and the technology lifecycle, understanding technological innovation in industry and organizational contexts, intellectual property and the new product/service development process.  Prerequisite: BT 224. Corequisite: BT 334.

BT 401 Implementation, Controlling and Capital Acquisition
(3-0-3)
Students learn how to use their business plan, deal with problems encountered, update and get funding. They are exposed to the issues of law, ethics and negotiation as applied to business implementation. Students are required to make their first full-plan presentation to peers and faculty. Topics include type of capital and alternative sources, venture capital and building the organizational infrastructure for plan support. Prerequisites: BT 101, BT 102, BT 201, BT 202, BT 301 and BT 302.

BT 402 Plan Perfection and Presentation
(3-0-3)
Students see the culmination of their efforts in this final semester. They make their presentation; it is evaluated by industry and venture leaders. Prerequisites: BT 101, BT 102, BT 201, BT 202, BT 301, BT 302 and BT 401.

BT 403 Marketing Strategy and Decision Making
(3-0-3)
This elective course provides students the opportunity to draw together and build upon the marketing and business knowledge acquired in prior courses. Students are challenged to apply and extend this knowledge in a variety of marketing opportunities, forecasting, test market interpretation, product management, pricing decisions, development of the marketing communication mix and sales force management. Cases are extensively used. Prerequisites: BT 113, BT 214.

BT 411/412 Business Consulting in Engineering I and II
(0-6-2)
Students are required to join senior engineering project teams and contribute to the project in terms of helping the group develop a business plan for its design product.

BT 413 Business Law, Ethics and Negotiations
(3-0-3)
This course covers the fundamentals of contract law, aspects of environmental regulations, lobbying, ethics and the law and negotiating techniques. Specific discussion includes the legal and ethical aspects of the new web-based economies and businesses internationally.

BT 414 eTechnology Infrastructure*
(3-0-3)
This course introduces students to the managerial analysis and application of network and software applications necessary to develop, maintain and enhance a business presence in the electronic marketplace. This course builds upon previous courses in Information Technology, including network and software applications from a management and implementation perspective, and introduces advanced concepts in these areas. This course requires in-class use of a laptop computer in the current Stevens configuration with Stevens wireless and TCP/IP access.Prerequisites: CS 115, BT 121 and EM 350.
*  BT 421 can be substituted for BT 414.

BT 415 Entrepreneurship
(3-0-3)
This course covers differentiated and contrasted aspects of an entrepreneurial organization. In addition, students are exposed to the latest e-business tools used to expand a business and facilitate entrepreneurial start-up firms. Included are differences in funding techniques, hiring and practice and leveraging of supplier resources.

BT 421 Systems Analysis and Design (Elective)
(3-0-3)
This course focuses on the analysis and development of systems to meet the increasing need for information within organizations.  It presents and analyzes various topics such as the systems development life-cycle, analysis and design techniques, information systems planning and project identification and selection, requirements collection and structuring, process modeling, data modeling, design of interface and data management, system implementation and operation, system maintenance and change management implications of systems.

BT 423 Intellectual Property and International Business Law (Elective)
(3-0-3)
This course takes an in-depth look at intellectual property rights, with a focus on key management issues and how one secures, manages, and enforces these rights. There is a major focus on the international and Internet aspects of intellectual property, but also on other areas of concern to business and technology managers, such as unique contexts in which intellectual property issues arise, events normally viewed under other areas of law but which impact intellectual property, and how to protect the firm and its intellectual property rights. The student will examine the current state of the law in these areas as well as gain insight into the possible future direction of the law, helping the student become better prepared for today’s and tomorrow’s work and business environment.

BT 425 Investment Management (Elective)
(3-0-3)
An introduction to the investment management process emphasizing measuring and managing investment risk and return. Topics will include investment objectives and constraints, modern portfolio theory, CAPM, efficient markets, stock and bond valuation models, performance evaluation, futures and options.

BT 450 Global Management Seminar (Elective)
(3-0-3)
This seminar will examine the processes of globalization for multi-national companies and why they seek markets in other countries. US and foreign countries’ cultural, labor and management issues will be compared. How management practices transfer across cultures will also be examined. Includes visits to overseas companies as part of a field study experience.

Mgt 111 Social Psychology and Organizational Behavior
(3-0-3)
Using an applied and experiential format, this course exposes students to theory, methods and research in organizational behavior and social psychology. Topics relating to individual differences and group dynamics in organizational settings are stressed. Learning occurs through discussion, group activities and the completion of assessment instruments. Emphasis is on helping students understand and improve their skills in key areas including decision-making, leadership, negotiation and conflict resolution.

Mgt 243 Macroeconomics
(3-0-3)
The forces which govern the overall performance of the national economy are covered. Areas discussed include: supply and demand analysis, national income theory, monetary systems, alternative approaches to economic policy, current macroeconomic problems and international economies.

Mgt 244 Microeconomics
(3-0-3)
The behavior of and interactions between individual participants in the economic system are covered. In addition to providing a theoretical basis for the analysis of these economic questions, the course also develops applications of these theories to a number of current problems. Topics include: the nature of economic decisions, the theory of market processes, models of imperfect competition, public policy towards competition and the allocation of factors of production.

Mgt 401 MIS/DBMS/Networks*
(3-0-3)
A technical and managerial perspective that considers the management of Information Technology (IT). Topics include hardware, software, data/information, networks, applications, organization considerations and frameworks for managing. Students assess applications, analyze case studies and explore important aspects of a company’s IT environment. This course requires in-class use of a laptop computer in the current Stevens configuration with Stevens wireless and TCP/IP access.
*BT 421 can be substituted for Mgt 401.

GRADUATE COURSES

    All Graduate courses are 3 credits except where noted.

Management Courses

Mgt 503 Microeconomics
This is a concentrated course in basic economics with particular emphasis on price theory; it is a prerequisite for candidates for the master’s degree. Topics include: the nature of economic decisions, the theory of market processes, models of imperfect competition, public policy towards competition, the allocation of factors of production and current economic problems. No credit for departmental majors.

Mgt 600 Managerial Accounting
This course will develop accounting analysis useful for managerial decision-making purposes. Topics will include an introduction to elements of financial accounting, cost-profit-volume analysis, manufacturing costs and elements of cost accounting, special decision analysis, budgeting, variances and controllability and responsibility accounting. Prerequisite: Mgt 503 recommended.

Mgt 607 Managerial Economics
This course examines the use of economic information and analysis in making business decisions. Topics include modeling concepts, demand analysis and forecasting, production and cost analysis, pricing, capital budgeting and uncertainty. Prerequisites: Mgt 503, Mgt 600 or their equivalents; Statistics and introductory calculus recommended.

Mgt 608 Macroeconomic Analysis
The objective of this course is to develop competency in the analysis of macroeconomic phenomena as they shape the state of the American economy. Topics include: recent macroeconomic history, the monetary system, models of macroeconomic markets, unemployment, inflation, international trade and finance, macroeconomic policies and the use of macroeconomic data in management decision-making. Prerequisite: Mgt 503 or equivalent.

Mgt 609 Introduction to Project Management
This course deals with the basic problems of managing a project, defined as a temporary organization built for the purpose of achieving a specific objective. Both operational and conceptual issues will be considered. Operational issues include definition, planning, implementation, control and evaluation of the project. Conceptual issues include project management vs. hierarchical management, matrix organization, project authority, motivation and morale. Cases will be used to illustrate problems in project management and how to resolve them.

Mgt 610 Strategic Perspectives on Project Management
This course provides a theoretical perspective on project management for a better understanding of project implementation in modern organizations. The course is based on the premise that success in project leadership depends on a proper managerial style and attitude, and not on specific tools for planning and controlling. The course focuses on developing the manager’s conceptual thinking and on building "the project manager’s mind." The course helps managers see the entire project landscape and the long-term issues that are critical to project success. It will also address the organizational aspects of initiating and running the program. Prerequisite: Mgt 609.

Mgt 611 Project Planning and Monitoring
Formalized procedures, tools and techniques used in conceptual and detailed planning of the project. Development of work breakdown structure as the foundation for project cost and project duration. Application of project data in monitoring the project progress and in formulating remedial actions in response to unexpected occurrences. Prerequisite: Mgt 609.

Mgt 612 The Human Side of Project Leadership
Project success depends, to a great extent, on the human side. Success in motivating project workers, organizing and leading project teams, communication and sharing information and conflict resolution, are just a few areas that are critical for project success. However, being primarily technical people, many project managers tend to neglect these "soft" issues, assuming they are less important or that they should be addressed by direct functional managers. The purpose of this course is to increase project managers’ awareness of the critical issues of managing people and to present some of the theories and practices of leading project workers and teams.

Mgt 613 Project Management Office
A comprehensive, all-inclusive description of the Project Management Office (PMO), highlighting features most appropriate and relevant to specific project situations. Motivations for adopting a PMO, such as project performance, project manager competency or the organizational desire to excel. Short-term and long-term functions are identified and discussed. Project evaluation models and PMO implementation guidelines are presented and discussed in detail. Co- or Prerequisites: Mgt 609 and Mgt 611.

Mgt 614 Advanced Project Management
This course deals with advanced problems in project management that were not addressed in previous courses. It also expands on several previously mentioned topics. The course addresses the critical points in project management for the experienced project manager and looks at projects in their broad sense, as seen by top management and from an organizational global perspective. Prerequisite: Mgt 609. In addition, Mgt 610 is preferred as a prerequisite but may be taken at the same time.

Mgt 618 Engineering Economics and Management Policy
This course covers the discipline of engineering economics and how this discipline influences management policy and decision-making. The major emphasis is on the selection process for capital investments, both tangible and intangible, and how this process is structured and constrained by the time value of money, the source of funds, market demand and competitive position. The first part of the course covers the basics of the engineering economics on which the selection process rests. The remaining parts cover the selection process itself, beginning with deterministic analyses based on single-valued estimates, continuing on, where significant, to risk analyses based on multivalued estimates, and concluding with multiattribute analyses in which both the monetary and non-monetary factors involved in investment decisions are combined into single figures of merit. In passing through the process, capital budgeting, cost estimation, probability analysis, uncertainty analysis and Monte Carlo simulation are introduced and applied. Case studies are used where appropriate. Prerequisite: Mgt 600.

Mgt 620 Statistical Models
The major portion of the course covers an introduction to the probabilistic and statistical concepts and models used in day-to-day business decision-making. Topics include data analysis, correlational techniques, regression, statistical inference and forecasting.

Mgt 621 Management Models
This course covers mathematical and computer-based models which assist managers in decision-making, including resource allocation, transportation, inventory management, congestion phenomena, service processes and shortest routes and maximum flow of goods. Emphasis is on model formulation from real-world situations, development of alternative solutions using computer models and post-optimality analysis.

Mgt 623 Financial Management
Financial manager’s functions, liquidity vs. profitability; financial planning; capital budgeting; management of long-term funds, money and capital markets, debt and equity; management of assets, cash and accounts receivable, inventory and fixed assets. Prerequisites: Mgt 600, Mgt 607.

Mgt 625 Investments and Capital Markets
This is an introductory course in capital markets with an emphasis on the management of investments. Topics include: discounting, net present value, risk, the capital asset pricing model, diversification, the term structure of interest rates, financial markets, the efficient markets hypothesis, technical and fundamental analysis, options pricing and portfolio management. Prerequisite: Mgt 600.

Mgt 626 Cost Analysis and Control
This course presents advanced techniques and analysis designed to permit managers to estimate and use cost information in decision-making. Topics include: historical overview of the management accounting process, statistical cost estimation, cost allocation and uses of cost information in evaluating decisions about pricing, quality, manufacturing processes (such as, JIT, CIM), investments in new technologies and investment centers. Prerequisites: Mgt 503 or equivalent, Mgt 600.

Mgt 630 Global Business and Markets
Provides a broad, multidisciplinary understanding of global business. The theoretical context for engaging in international trade is established, with attention to the current economic and political environment. Then the business-level rationale and techniques for initiating trade, as well as the functional area decisions that must be made, are discussed. Topics include: comparative advantage, culture, protectionism, financial flows, entry strategies, marketing, managing payments, material and manufacturing. Prerequisites: Mgt 503 or equivalent.

Mgt 632 Power, Politics and Policy
This course will focus on the relationship and impact that international relations, international business and foreign policy have on world trade, commerce, and finance. The course will provide the student with a better understanding of how the complexity of international differences affects political, economic and cultural behaviors. Among the topics for discussion: the content and scope of international politics, the international struggle for power, the role and impact of non-governmental organizations, foreign policy as a tool for promoting international commerce, the role of international law and world public opinion, the rise of regionalism, the political economy of international trade. NOTE: Undergraduates (even with a master's study plan) are not permitted to take this course.

Mgt 641 Marketing Management
The study of marketing principles from the conceptual, analytical and managerial points of view. Topics include: strategic planning, market segmentation, product life-cycle, new product development, advertising and selling, pricing, distribution, governmental and other environmental influences as these factors relate to markets and the business structure. Prerequisite: Mgt 600.

Mgt 646 Human Resource Processes: Techniques and Applications
Job analysis is the fundamental building block for virtually all human resources practices. This course first introduces students to the theory, practices and techniques for analyzing and describing the nature of work and individual jobs in organizations. It then focuses on how this information is applied to develop other human resources systems such as selection, job design, training and compensation. A particular emphasis is placed upon the development and implementation of performance appraisal systems. Research and practices regarding various approaches to performance appraisal are discussed, as are the implications of performance appraisal for motivation, development and organizational effectiveness.

Mgt 647 Legal and Social Environment of Human Resources
This course reviews the key laws and legal principles impacting human resources practices and employer and employee relationships. Through a review of actual cases, federal and state laws impacting civil rights and equal opportunity, wages and hours, privacy, safety and health, employee benefits and insurance, worker's compensation and labor relations and arbitration are covered. The constitutional, social and economic implications of human resources law are also discussed. This is a dynamic field of study with changes occurring literally on a weekly basis. Students will be expected to participate actively in classroom discussions and role-play exercises.

Mgt 650 International Business Management
This course provides students with an exposure to management in the international economic environment: global industries and regional markets, multinational corporations and international economic organizations.  From decision-making, to negotiation and communication, the behavioral aspect of management is more complex and varied in a cross-cultural context.  Managerial processes, such as planning, structuring and implementing offer special challenges when extended beyond home country borders.  What constitutes effective leadership and what motivates workers are key questions in the international context.  Students explore these topics in light of cultural difference through cases, discussion, reading and exercises. 

Mgt 654 Organizational Change and Development
This course introduces students to the social science techniques and change interventions used to improve organizational effectiveness and enhance the personal development of individuals. Special emphasis is given to the application of systems theory for diagnosing and planning change efforts at the organizational, group and individual levels. Relationships between organization development and broader issues such as strategic planning and environmental contingencies are also stressed. The efficacy of organization development initiatives is also critically considered, as are the challenges posed in trying to simultaneously improve an organization’s performance while also helping it to be more responsive to the interests and needs of its members. Prerequisite: Mgt 680 or permission of instructor.

Mgt 656 Total Quality Management
Principles and techniques of total quality management (TQM) with emphasis on their application to technical organizations. Topics include management philosophy, concepts and critique of quality "Gurus," TQM model and strategy; TQM tools and techniques; Dept. of Defense 5000.51-G TQM guides; review and critique of the Deming and Baldrige Awards; concurrent engineering; quality function, deployment and design for cost. Students will form teams to analyze a case study involving TQM concepts and techniques.

Mgt 657 Operations Management
Covers the general area of management of operations, both manufacturing and non-manufacturing. The focus of the course is on productivity and total quality management. Topics include quality control and quality management, systems of inventory control, work and materials scheduling and process management. Cross-listed with ME 560.

Mgt 658 New Business Ventures
The principal issues involved in new business formation and development will be presented in this overview course. This will include both the initiation of new ventures within existing firms and the entrepreneurial startup situation. Particular topics addressed include: business opportunity identification, the startup process, management team development, business plans, valuation, raising capital, budgeting, deal structures, intellectual property, management of growth, compensation, securities law and public offerings, tax considerations, issues of business maturity and business failure. Prerequisites: Mgt 600, Mgt 607, Mgt 623 and Mgt 690 or permission of the instructor.

Mgt 661 Marketing Online
Developing products requires an understanding of content development, knowledge of industry trends and the ability to develop deals that bring your product to market. This course examines consumer demand, consumer behavior, industry projections, delivery platforms, distribution channels, market research and the product development process (from concept to consumer support). Both general marketing practices and those particular to the online environment are addressed. Students are required to work in teams and create a marketing plan. There are no prerequisites. Cross-listed with MIS 661.

Mgt 662 Legal Issues for the IT Professional
The course is a study of every major area of law that has an impact on the IT professional. The focus is on issues pertaining to electronic commerce and other technology-intensive business practices. The course discusses basic commercial law, jurisdictional issues and the contracting environment for online activity, including UCITA, intellectual property law, domain names, the protection of databases, privacy and publicity rights and government regulation, including content-based restrictions, criminal law and the prospective taxation of e-commerce. The goal of the course is to provide basic background in these issues for non-lawyers, and to promote sensitivity to the technological and business scenarios in which legal issues arise, enabling better management of their technological resources and commercial opportunities. Cross-listed with MIS 662.

Mgt 663 Entrepreneurship
In this course students will evaluate and create their own prospective business strategies. They will develop an understanding of entrepreneurship and innovation in starting and growing a business venture. Students will be given an opportunity to actually start their own business or create a business in their company by learning how to take advantage of the new order of business opportunities of the information age. This course’s main objective is to show students how to identify these opportunities, be able to formulate and evaluate both qualitatively and quantitatively whether the opportunity is worth pursuing, and, of course, how it may be pursued. Actual case studies and experiences will be intertwined with the course content. There are no prerequisites. Cross-listed with MIS 663.

Mgt 671 Technology and Innovation Management
This course introduces the student to topics in the management of technology and examines the critical role of technology as a strategic resource to enable management to achieve organizational objectives. Topics include entrepreneurship, developing and managing new ventures, managing innovation, the technology life-cycle and technology forecasting, management of research and development (R&D) personnel and projects, evaluation of R&D projects and integrating technology strategy with the organization’s overall business strategy. Prerequisite: Mgt 690 or permission of instructor.

Mgt 672 Technology Licensing and Finance
This course examines the valuation, patenting and licensing of early-stage technology as a means to exploit innovation. By understanding technology to be a negotiable asset for the firm, we take a fundamentally different approach than venture capital models, which focus on the enterprise, rather than the commercialization of technology itself. Accordingly, we study the economics and theory of intellectual property; valuation of intangible assets; IP agreements and protection regimes; negotiations and trading techniques; licensing and litigation strategies. Prerequisites:  Mgt 623 Financial Management or the combination of Mgt 600 Managerial Accounting and Mgt 607 Managerial Economics.

Mgt 673 Global Innovation Management
This course is focused on the globalization paradigm and its effects on the management of innovation. It is an interdisciplinary course, which analyzes the different managerial areas of strategy, organization, technology and market as integrated with the innovation process in a global context. The underlying theories and models are explored to understand how the innovation process is affected by local, national and global influences; what cultural and organizational drivers are at work; and how to manage commercialization of new products on a life-cycle basis, in a diverse and ever-changing global market. Case studies will be used to support the theoretical constructs and reinforce learning. Prerequisite: Mgt 671.

Mgt 677 Emerging Technologies
This course discusses emerging technologies, how they evolve, how to identify them and the effect of international, political, social, economic and cultural factors on them. Topics covered in the course include accuracy of past technology forecasts, how to improve them, international perspectives on emerging technologies, future customer trends and forecasting methodologies such as monitoring, expert opinion, trend analysis and scenario construction. Emerging technologies will be examined through student company examples, invited speakers and videos.

Mgt 679 Management Information Systems
Management’s need for information has greatly increased in importance and complexity.  This course introduces students to the use of computerized information systems to satisfy strategic business needs. Subjects include types of information systems, use of the computer to leverage information in support of key decision-making responsibilities, computer technology from a manager’s viewpoint, prioritization of information system needs and systems development methodology. The student will analyze an organization’s information needs and prepare an information systems plan.

Mgt 680 Organizational Behavior and Theory
Organization scientists generally think of organizations as being comprised of three levels of analysis: the individual, the group or department, and the organization itself. Using a systems perspective, this course focuses on the group and interpersonal factors accompanying an organization's operation. Topics covered include understanding organizations as structured systems, individual differences and performance, group dynamics and performance, learning, motivation, leadership and principles of communication particularly as they relate to decision-making and conflict management.

Mgt 681 Managing Pharmaceutical Research and Development
This course provides an overview of the drug and biologics development process from discovery through regulatory approval.  Special attention is given to the roles, functions and importance of the various disciplines involved in the R&D process, their interactions with each other and the strategic management of these functions.  Attention will also be given to key technologies used throughout the R&D process.  The economics of pharmaceutical R&D as well as trends in licensing, outsourcing and partnerships will be covered.  The student will gain an understanding of R&D strategy and the relationship between R&D and sales, marketing and manufacturing. Prerequisite Mgt 671 Technology and Innovation Management

Mgt 682 Pharmaceutical Sales, Marketing and the Supply Chain
This course focuses on the organizational, management and technology issues related to the sales and marketing function of the pharmaceutical industry as one of its principal boundary-spanning functions. This course will use extensive research and current literature on pharmaceutical sales and marketing business approaches and technologies that drive or support sales and marketing plans as well as information and knowledge management considerations that drive competitive distinctiveness. This course will also explore the real and potential information and knowledge linkages between the sales and marketing function and the discovery, product development and supply chain functions of the pharmaceutical industry.  This course also focuses on the issues surrounding supply chain design, planning and execution for the pharmaceutical and biotech industries from drug discovery to delivery.

Mgt 683 Introduction to Pharmaceutical Manufacturing
Pharmaceutical manufacturing is vital to the success of the technical operations of a pharmaceutical company.  This course is approached from the need to balance company economic considerations with the regulatory compliance requirements of safety, effectiveness, identity, strength, quality and purity of the products manufactured for distribution and sale by the company. Quality assurance and regulatory issues in pharmaceutical manufacturing. Overview of chemical and biotech process technology and equipment, dosage forms and finishing systems, facility engineering and health, safetyand environment concepts. Regulatory and legal overview. Cross-listed with PME 530

Mgt 684 Regulation and Compliance in the Pharmaceutical Industry
This course explores the US and international regulatory environments that govern the pharmaceutical and biotechnology industries with particular focus on the US Food and Drug Administration, the European Agency for the Evaluation of Medical Products and the Japanese Ministry of Health, Labor and Welfare. The essential components of Good Laboratory Practices, Good Clinical Practices and Good Manufacturing Practices regulations will be covered. Students will develop an understanding of the formulation and execution of regulatory strategy and key ethical issues in medical research. Where appropriate, case studies will be used to illustrate the challenges and issues associated with compliance as well as the consequences of non-compliance. Ethical issues and the potential consequences of ethical lapses will also be explored.

Mgt 685 Employee Compensation
This course examines reward systems in organizations broadly defined to incorporate salary, benefits and incentive pay programs. Topics covered will include: legislative issues affecting pay; job evaluation; wage and salary administration; merit pay and other incentives; types of benefit programs; management and administration of compensation and benefits; and issues related to equity and comparable worth.

Mgt 690 Organization Theory and Design
Organization scientists generally think of organizations as being comprised of three levels of analysis: the individual, the group or department, and the organization itself. This course focuses on the problems and challenges managers face in dealing with the organization as a whole and the interrelationships between organization groups. Specific issues and problems which are covered include: the relationship of the organization with the external environment; the influence of the organization’s strategies, size and production technology on the organization’s design; and strategies for managing organizational processes such as conflict, culture and change.

Mgt 691 Management Policy Dynamics
The students will be divided into small groups and supplied with a simulated history of a firm. It will be the responsibility of each group to structure itself to be able to make decisions about the goals of its company and to make operational decisions aimed at implementing these goals. A computer model simulates the performance of the firm that would result from these decisions. Both quantitative analysis and group decision-making are emphasized. It is recommended that this course be taken in the last term. Prerequisites: Mgt 680, Mgt 690 and Mgt 600 and/or 623, or permission of the instructor.

Mgt 700 Econometrics
An introduction to the science of designing statistical models of economic processes. Students will be required to build and estimate a number of models during the term. Topics include: regression theory, statistical difficulties in regression analysis, advanced topics in single-equation regression, models of qualitative choice (such as, probit, logit) and simultaneous equation estimation. Prerequisites: Mgt 503 or equivalent, Mgt 620 or permission of the instructor.

Mgt 710 Risk Management: Methods and Applications
Theoretical and practical aspects of risk assessment and management will be covered. Major topics include: importance of innovation and technological changes in current competitive environment, risk and uncertainty, decision trees, binomial methods and derivation of Black-Scholes option pricing formula, extension of option methodology to non-financial (real) options, VAR (value at risk), a framework for risk assessment and several real-world case studies. The course is designed for all students of the School of Technology Management. Prerequisites: TM 605 or CS 505, Ma 500 or TM 500 and Mgt 671(formerly Mgt 702) or advisor permission.

Mgt 718 Multivariate Analysis
Experimental design, statistical estimation and hypothesis testing from multivariate distributions. Topics covered will include regression models, multivariate analysis of variance, canonical correlations, classification procedures and factor analysis. Computer applications of these techniques will be examined. Prerequisite: Mgt 620 (formerly Mgt 796).

Mgt 719 Research Methods
Research philosophy, ethics and methodology will be discussed. Each student will, under the guidance of the instructor, formulate a problem, search the literature and develop a research design. In addition, the student will examine and criticize research reports with special emphasis on the statement of the problem, the sampling and measuring techniques that are used and the analyses and interpretation of the data. Emphasis is on applying research methodology to real-world organizational problems. Prerequisite: Mgt 620 (formerly Mgt 796).

Mgt 725 Strategic Management
An interdisciplinary course which examines the elements of, and the framework for, developing and implementing organizational strategy and policy in competitive environments. The course analyzes management problems both from a technical-economic perspective and from a behavioral perspective. Topics treated include: assessment of organizational strengths and weaknesses, threats and opportunities; sources of competitive advantage; organizational structure and strategic planning; leadership, organizational development and total quality management. The case method of instruction is used extensively in this course.  Prerequisites: Mgt 600, Mgt 607, Mgt 690 or their equivalents.

Mgt 730 Design and Analysis of Experiments
This course starts with the design and analysis of one factor analysis of variance. Methods of testing specific questions using planned comparisons are stressed. Models with two or more factors are considered with detailed instruction on the analysis of interactions. Repeated-measures designs are also covered, as well as designs with random as well as fixed factors. Prerequisite: Mgt 620.

Mgt 733 Applied Regression Analysis
A substantial portion of the models developed to describe phenomena in both the physical and social sciences utilizes regression analysis from simple linear regression to multiple regression; nonlinear coefficient estimators are derived, their properties discussed and numerous examples are used to demonstrate various aspects of interpretation. Tests of significance are also covered for most of the techniques presented. Prerequisite: Mgt 620.

Mgt 744 Analytic Methods of Forecasting
Emphasis is on the practical aspects of the Box-Jenkins methodology for fitting and forecasting linear stochastic models of industrial time series; model identification, model estimation, model diagnostic checking and model forecasting of seasonal and nonseasonal series; contrasts with exponential smoothing; laboratory analysis of selected time series. Prerequisite: Mgt 620.

Mgt 794 Decision Analysis for Corporate Networks
This course is designed to integrate the student’s knowledge of accounting, engineering economics and multi-attribute decision-making techniques for evaluating and selecting complex systems, such as telecommunications networks for corporate communications. A review of accounting, financial and engineering economic concepts will be followed by the study of utility analysis and simple and multi-attribute decision analysis. Case studies involving telecommunications facilities will be used and issues of equipment acquisition, financing, accounting, cost estimation and system performance will be discussed. Prerequisites: Mgt 600, Mgt 618.

Mgt 800 Special Problems in Management*
With permission of the instructor. Limit of six credits for the degree of Master of Science.

Mgt 801 Special Problems in Management*
With permission of the instructor. Limit of six credits for the degree of Doctor of Philosophy.

Mgt 802 Project Management Examination*
This will test the project management knowledge of students who have completed approved training programs in project management. Upon successful completion, (graded pass/fail) students will be awarded 12 credits toward the Master of Science in management with a Project Management concentration. The credits cannot be used toward the Project Management Graduate Certificate of Special Study and are not transferable to other institutions.

Mgt 803 Project Management Examination
This will test the project management knowledge of students from AT&T, Lucent Technologies and Verizon who have completed company-sponsored project management courses. Upon successful completion, (graded pass/fail) students will be awarded three credits towards a Master of Science degree. The examination is normally given twice each year.

Mgt 900 Thesis in Management*
For the degree of Master of Science. Six to 12 credits with departmental approval.

Doctoral Seminars

Mgt 704-705 Research Seminar: Information Management and Organizational Structure and Design I, II
Primarily for doctoral candidates. Will concentrate on the features that information and computer-based communication systems need to support the goals and responsibilities of various components of the organization, as well as the effect that the introduction and use of information and computer-based communications systems have on the organization’s performance. Will include measures of effectiveness, organization characteristics, job enrichment and distribution of responsibility for information systems and computer-supported group work. Prerequisite: permission of the instructor.

Mgt 716, Mgt 726, Mgt 736 Seminars: Advanced Topics in Information Management, Technology Management and Telecommunications Management
Specialized topics at the leading edges of research and theory in information management/technology management will be intensively explored. Each research seminar will focus on a different set of topics.

Mgt 778 Principles of Information Management I
This course is open only to doctoral students in information management with the permission of the instructor. Students should normally have completed all M.S.-level core courses before they enroll. This course will cover vital topics in information management that will help the student prepare to perform original research in some significant aspect of information management. The course will stress both the technical and organizational aspects of the information resource and, in particular, how these aspects interrelate. Students will be expected to do a wide range of readings, participate in seminar presentations given by Stevens and outside professional speakers, as well as prepare and present their own research projects.

Mgt 779 Principles of Information Management II
This course is open only to doctoral students in information management with the permission of the instructor. It is generally recommended for students who have completed Mgt 778 Principles of Information Management I. Students should normally have completed all M.S.-level core courses before they enroll. The course will stress both the technical and organizational aspects of the information resource and, in particular, how these aspects interrelate. Students will be expected to do a wide range of readings, participate in seminar presentations given by Stevens and outside professional speakers, as well as prepare and present their own research projects.

Mgt 790 Innovation Management and Technogenesis
This course will survey current research and theory in seven different areas related to the management of innovation. These areas include: creativity, the front-end of innovation, innovation management, leadership and teamwork, project management, the economics of innovation, and CSCW and groupware: brainstorming and creativity. Students will read leading-edge papers in each area and lead discussions with a faculty member who is expert in each area facilitating the discussion. Each student will write a research proposal on one of the topics covered in the course.

Mgt 960 Research in Management*
Original research leading to a doctoral dissertation. Hours and credits to be arranged.

TG 501 Entrepreneurship for Business and Engineers and Scientists
This course exposes students to entrepreneurship in the broader sense and will relate to venturing in both large and small business organizations. It will address the crucial aspect of Technogenesis - nurturing new technologies from concept to realization.

*By request

EMT Courses in the Master of Technology Management Program for Experienced Professionals (EMTM)

EMT 624 Financial Analysis for Technical Organizations
This course presents concepts regarding the collection, processing and reporting of financial information in a technology-based business. Managerial accounting and cost accounting, and their uses and limitations will be discussed. Use of financial statements, budgets and cost estimates in management decision-making will be emphasized. The impact of the risk and uncertainty associated with financial decisions will be illustrated via case studies.

EMT 607 Managerial Economics
This course examines the use of economic information and analysis in making business decisions. The goal of the course is to provide an understanding of the economic principles that enable managers to direct scarce resources most efficiently.  A secondary goal is to provide students with a familiarity with the economic environment in which business operates. Prerequisite: EMT 624.

EMT 623 Financial Management                                      Financial manager’s functions, liquidity vs. profitability; financial planning; capital budgeting; management of long-term funds, money and capital markets, debt and equity; management of assets, cash and accounts receivable, inventory and fixed assets. Prerequisite: EMT 624.

EMT 628 Financial Analysis Ramp                                                                This ramp course is designed to provide students with an understanding of the basic tools and procedures of accounting in order to assure a common level of understanding for the class. The course consists of a web-based, self-administered tutorial with quizzes and problems, a three-hour lecture and Q&A class prior to the first class meeting of EMT 624, and a post-test. The class and tutorial can be waived if a student has sufficient background in accounting. The posttest is mandatory. (1.0 credit)

EMT 629 Marketing Ramp
This ramp course is designed to introduce students to the Capstone simulation as it relates to marketing. Covered topics will include the fundamentals of the Marketing Mix including pricing, advertising, distribution and product-related issues. A final exam will determine competency. Students with graduate education in marketing may just take the exam. (1.0 credit)

EMT 642 Marketing Management in Technical Organizations
This course focuses on the methodology involved in developing and writing an effective marketing plan. It covers how to obtain the information that is needed and how to write a rigorous marketing plan for a product or service. The course details the steps needed to perform a market opportunity analysis (MOA) and explores how to develop market-based strategies and tactics to capitalize on the identified opportunities.

EMT 677 Emerging Technologies
This course discusses emerging technologies, how they evolve, how to identify them and the effect of international, political, social, economic and cultural factors on them. Topics covered in the course include accuracy of past technology forecasts, how to improve them, international perspective on emerging technologies, future customer trends and forecasting methodologies such as monitoring, expert opinion, trend analysis and scenario construction. Emerging technologies will be examined through student company examples, invited speakers and videos. Cross-listed as Mgt 677.

EMT 714 Technology Strategy
This course discusses the technology strategy process and develops skills, methodologies and critical thinking in order to achieve technological competitive advantage. Subjects covered include technology life-cycles, type and characteristics of RD&E project portfolio selection, and an overview of successful development strategies. Case studies will be used to build competence and confidence in the concepts.

EMT 715 Strategic Business Management
This course focuses on the major elements of the strategic management model including mission, external and global environment, company profile, strategic analysis and choice, long and short term objectives; action plans/tactics, policies, restructuring, reengineering, strategic control and continuous process improvement (CPI). Student teams analyze and formulate strategies for companies they select. This course includes concepts and management principles that will be expanded in EMT 714 Technology Strategy, EMT 755 Process Management in High-Tech Organizations and EMT 677 Emerging Technologies.

EMT 740 Managing Multifunctional Teams
This course focuses on understanding the interplay of group, inter-group and organizational factors on the performance of multifunctional teams in technology-based organizations. The course integrates theory and research on multifunctional teams with the skills necessary for effectively managing them. Topics covered include managing decision-making and conflict in multifunctional teams, managing the team’s boundary and inter-group relations, organizational designs that support working cross-functionally and measuring and rewarding team performance. Cases are used to illustrate the problems of working cross-functionally. Individuals are given feedback on their team management skills.

EMT 741 Innovation Management Process
This course focuses on how to take a product or service from concept to market quickly and successfully. It covers the conventional stage-gate process and explores when it works and when it does not, and offers alternative innovation strategies that are appropriate for different innovation environments including breakthrough new products and services. The main emphasis of this course is on developing and commercializing technically-sophisticated products and services.

EMT 743 Integrated Practicum
Students participate throughout the program in business simulations to demonstrate a working knowledge of the principles presented in individual courses. The practicum also includes activities designed to enhance team and leadership skills which are assessed throughout the course. (4.0 credits)

EMT 751 Project Management and Leadership
This course provides a theoretical and practical perspective on modern project management and leadership in technology-based organizations and forms the conceptual basis to develop "a project leader mindset." The course will focus on strategic project success, as well as project cultures, project organization and project processes as they are employed in different project types and for different levels of project uncertainty, complexity and pace. The leadership part of the course is based on the premise that people are the real engine behind project results, and they must be led and motivated in a very unique way. Different leadership styles will be discussed, together with motivation and career issues in different project and organizational settings.

EMT 752 Corporate Venturing
This course focuses on corporate venturing and entrepreneurship. Business and financial issues associated with starting and buying an entrepreneurial, high-technology business are addressed. Subjects covered include a discussion of previous corporate ventures, critical success factors and an international perspective on corporate venturing. Lessons learned from new technology start-ups will be discussed along with an evaluation of the decision processes used by venture capitalists. The final project is the development of a venture plan for the student’s company. Over half of the business plans receive funding. Startup funding on previous projects has ranged from $50,000 to $1,000,000,000.

EMT 755 Process Management in High-tech Organizations
The basic concepts and principles of how process management applies to technical and business functions will be covered. Total Quality Management (TQM) and Concurrent Engineering will be explored in detail. The Baldrige and Deming Awards will be compared to illustrate the various process management concepts. Selected TQM topics will be discussed to illustrate the concepts of TQM, CPI and CCE.

EMT 758 Oral and Written Communication Competency
Students are exposed to several skills to help them present and write more effectively. Specific topics include components of effective writing, ten steps for effective presentations, using advanced computer technologies in oral presentations and portraying the correct image. Students are subsequently graded on several team and individual oral presentations and written reports throughout the EMTM program, which are designed to determine the level of competency in both oral and written communications. Each student will have an oral/written report card. (2.0 credits)

EMT 798 Integration and Application of Technology Management+
This is the capstone course for the program. It is designed to integrate the knowledge developed in the other courses via a business simulation in which teams of students compete in running their companies in a complex simulated environment. The course includes lectures and workshops that demonstrate theory and techniques of cross-functional decision-making in the management of technology. Individuals and teams will be observed and assessment feedback will be given. (5.0 credits)

EMT 800 Special Problems for the Master of Technology Management for Experienced Professionals (EMTM)
1 to 6 credits.  Limit of 6 credits for the degree of Master of Technology Management (EMTM).

EMT 800B Managerial Decision Making 
Executives make decisions every day in the face of uncertainty.  The objective of this course is to help students understand how decisions are made, why they