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| A technical and managerial perspective that considers the management of an Information Technology (IT) organization for students with little or no academic or professional IT experience. Topics include: hardware, software, data/information, networks, applications, organization considerations, and frameworks for managing. Students assess applications, analyze case studies, and explore an important aspect of their company's information technology environment. This non-credit, self-paced, web based course is in place to prepare MSIS students that do not have IT experience. It (or equivalent experience) is a prerequisite for any MSIS course.
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| 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.
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| 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
Students learn to perform the function of a technology manager assessing the commercial prospects of early-stage technology. Modules cover various phases of the commercialization process: technology assessment, patentability studies, competitive research, market research, technology partitioning and investment advice for licensing or spinning out companies. This course is geared primarily for students in the Engineering School, and is also offered as an elective for students in the Howe School. (Howe School students concentrating in Technology Commercialization should not enroll in this course but MGT 678 instead).
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| 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.
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| | (3-0-3) (Lec-Lab-Credit Hours)
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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| 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.
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| 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.
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| 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.
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| 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
This course provides project managers with the framework, tools and approaches to meet the quality requirements of their projects and their customers, ensuring project success.
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| 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.
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| 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.
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| 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.
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| 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.
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| 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.
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| 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.
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| This course will endeavor to equip the student with tools to visually analyze data and to elicit questions suggested by the data. Modern technology provides tools for graphical display and simulation heretofore unavailable. This course of study introduces the student to such technological innovations and will include such topics as stemleaf plots, histograms, hanging rootograms, hanging chi-grams, box plots, contingency tables and related chi-square tests, typical values, measures of spread, regression models, Q-Q plots and nonparametric tests such as the sign test, the Wilcoxon signed rank test, Mann-Whitney tests, and Kendall's tau. The emphasis will be on exploratory data analysis in contrast to confirmatory analyses, and will utilize real data extracted from the web and elsewhere. Offered online only.
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| 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.
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| 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, and the political economy of international trade. NOTE: Undergraduates (even with a master's study plan) are not permitted to take this course.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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 are often less than optimal, and how decision-making can be improved. This course will contrast how managers do make decisions with how they should make decisions, by thinking about how “rational” decision makers should act, by conducting in-class exercises and examining empirical evidence of how individuals do act (often erroneously) in managerial situations. The course will include statistical tools for decision-making, as well as treatment of the psychological factors involved in making decisions.
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| | (0-0-3) (Lec-Lab-Credit Hours)
This course serves as a second semester sequence in corporate finance. Students enrolling should have a mastery of the topics of covered in Managerial Finance I (EMT 623), including time value of money, capital budgeting, risk adjusted hurdle rates, managerial accounting, and ratio analysis. Among the topics covered in EMT 723 are: leverage on the balance sheet and weighted average cost of capital; bankruptcy, turnarounds, and recapitalizations; international currency hedging; stock options; private equity valuation; mergers and acquisitions; and the issuance of public and private securities.
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| 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.
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| 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.
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| 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.
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| 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.
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| This course is designed to enable students at course end to navigate the web effectively, to explore Ask-an-Expert Sites, to develop and assess collaborative projects, and to utilize subject guides and search engines. Students will be taught how to introduce website materials into traditional courses, how to locate resources for social sciences or language arts, how to create a Web site, and how to use FTP. Students will make final presentations. Students will acquire the range of requisite skills to enable and foster the seamless introduction of Internet materials into science or mathematics courses. Emphasis will be on the acquisition of real-time data from the Internet. Offered online only.
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| 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.
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| 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; Deptartment of Defense 5000.51-G TQM guides; review and critique of the Deming and Baldrige Awards; concurrent engineering; and quality function, deployment, and design for cost. Students will form teams to analyze a case study involving TQM concepts and techniques.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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; and licensing and litigation strategies.
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| 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.
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| This course provides students with the most current theories of innovation when organizations create new tangible products and intangible services. From team and organizational processes, to the evolving portfolio, the innovating enterprise competes on the basis of change. By building upon material covered in Technology Innovation Management (MGT 671), this course will deepen students’ knowledge of the innovation process in the enterprise and will pay special attention to service industries. The course will be taught with lectures and real-world cases. Upon completion, students will have enhanced their knowledge of the innovative enterprise and increased their practical skills for careers in technology management.
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| 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.
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| | 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.
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| 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.
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| 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.
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| 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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, safety, and environment concepts. Regulatory and legal overview.
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| This course explores the U.S. and international regulatory environments that govern the pharmaceutical and biotechnology industries with particular focus on the U.S. 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. Current events will be used to illustrate key ethical principles and serve as a basis for discussion.
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| 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
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.
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| 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.
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| A technical and managerial perspective that considers the management of an Information Technology (IT) organization for students with several years of academic or professional IT experience. Topics include: hardware, software, data/information, networks, applications, organization considerations, and frameworks for managing. Students assess applications, analyze case studies, and explore an important aspect of their company's information technology environment.
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| 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.
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| 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. (Research Seminar)
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| 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.
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| | (0-0-3) (Lec-Lab-Credit Hours)
This course is a Ph.D. seminar course in entrepreneurship. Research on the performance of entrepreneurial new ventures will be analyzed from a theoretical perspective. Relevant studies will be drawn from the economics, management science, and strategic management literatures dealing with entrepreneurship. Emphasis will be placed on the strategic management and competitive environments of new ventures in their early development stages, and topics will be discussed in relation to theoretical concepts in technology and innovation management.
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| 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.
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| 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.
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| 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.
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| | (0-0-0) (Lec-Lab-Credit Hours)
This course is designed to develop the doctoral student’s knowledge about a range of qualitative research approaches currently used to conduct management research. Methodological readings authored by social scientists and management researchers on ontological and epistemological assumptions underlying positivist, interpretive, and critical approaches will be examined. Empirical research published in leading journals using case study, action research, ethnography, grounded theory, and other methods will be assessed based on established criteria with the goal of preparing students to conduct and evaluate qualitative research. Students will acquire skills in qualitative research design, data generation, and data analysis techniques through readings, written critiques, and seminar discussions, as well as participation in a qualitative research study.
Prerequisites:
MGT 719
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.
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| 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; and leadership, organizational development, and total quality management. The case method of instruction is used extensively in this course.
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| 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.
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| 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 and fixed factors.
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| 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; non-linear 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.
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| 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.
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| 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;and laboratory analysis of selected time series.
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| | (0-0-3) (Lec-Lab-Credit Hours)
Management researchers require mastery of several important mathematical tools that are used to represent and model management and business phenomena. Mathematical representations are common in theoretical treatises, and a working knowledge of linear algebra is indispensable to doctoral students pursuing a rigorous understanding of statistics and other quantitative methods. This course is designed to provide a grounding in selected areas of mathematics that are central to these aspects of management research, including set theory, logic, matrix algebra, number theory, optimization and graph theory. The course approaches these areas from an applied perspective. It is assumed that the student will have completed the equivalent of a one-year undergraduate sequence in the calculus as a prerequisite to this course.
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| | (0-0-3) (Lec-Lab-Credit Hours)
This course introduces students to the relevant management and organizational theories used in management research, including their origins, substance and significance to the effective conduct of research. In addition, students are expected to develop the capacity to identify and apply theories to the study of specific management phenomena.
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| This course presents and analyzes various approaches to information analysis and development of organizational information systems within a system development life-cycle (SDLC), e.g. the waterfall, concentric and prototyping approaches. Topics include strategic planning for SDLC, front-end and back-end phases of SDLC, project management, CASE methodologies and balancing user, organizational and technical considerations.
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| This course deals with strategic frameworks for, and uses of, data, information, and knowledge within business and organizational contexts. Major course topics include data quality, data and information modeling, data warehouses, strategic information systems planning, information continuum and knowledge work.
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| This course introduces the technical as well as managerial aspects of distributed information systems. The emphasis is on synthesizing the underlying technologies (networks, databases and applications) with management approaches (planning, staffing and organizing). Topics include: opportunities and challenges of distributed information systems, review of network technologies (LANs, WANs, MANs, high speed networks), network architectures, client/server computing, distributed databases, distributed applications, open systems standards and the management of distributed information systems. Case studies are introduced to illustrate different challenges and approaches to solutions.
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| 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.
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| 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
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| This course includes the study of the various types of computer-based instructional (CBI) approaches: tutorials, drills, simulations, instructional games, and tests; and the process of producing such materials: preparation, design, storyboarding, programming, and evaluation. It offers instruction in the use of authoring systems with which CBT materials may be readily produced. Assignments include the critique of an existing CBI program and the creation of a short tutorial. Offered online only.
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| 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.
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| 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.
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| With permission of the instructor. Limit of six credits for the degree of Master of Science.
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| With permission of the instructor. Limit of six credits for the degree of Doctor of Philosophy.
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| 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.
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| 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.
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| For the degree of Master of Science. Six to 12 credits with departmental approval.
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| Original research leading to a doctoral dissertation. Hours and credits to be arranged.
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| Technology Management for Experienced Professionals |
| 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.
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| 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; and inventory and fixed assets.
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| 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.
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| 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 post-test is mandatory. (1.0 credit)
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| 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)
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