Management

Assessing potential risks to your water utility, reducing exposure to those risks, and acquiring the necessary insurance protection, are essential elements to protect your utility against disastrous losses. This course gives focus on the basic principles of risk management and insurance types common to water utilities. Upon completing the course, participants should understand the importance of periodical risk assessments and manage risk through retention, reduction, and transfer.

The emphasis of the course will be on the skills and knowledge needed to successfully manage an organization. This course is especially useful for those newly promoted to supervisory and managerial positions within the private, public, or federal sector. The course emphasizes not only the planning, organizing, staffing, directing, and controlling functions of management, but also includes such factors as effective communications and relationships, motivation, and managing for change. 

This course examines customer relationship management (CRM) as a critical strategic process for organizations. Essential strategies necessary to maintain high-quality relationships with customers in a challenging, competitive, and complex environment are developed. Significant trends in the industry will be reviewed, and students will develop the ability to interpret these trends. They will develop the skills necessary to achieve excellence in managing customer relationships in a dynamic marketplace.

This course introduces the student to management principles and practices, including studying human behavior within organizations. Topics include multicultural organizations, strategic leadership, self-management, customer relationship management, entrepreneurship, teamwork, reengineering, performance-based rewards, communication and interpersonal skills, and other planning, organizing, directing, and leading management functions. After the course, you will be familiar with modern managers' knowledge, roles, responsibilities, and skills required.

An investigation into current methodologies and practices using technological innovation to develop new businesses and modify existing organizations. An iterative approach to combining technical and human resources to provide customer value will be used to analyze potential business models.

The course will develop the students' understanding of the economic and social environment in which small businesses function and the critical role of entrepreneurship cultivates business growth and development. The processes involved in starting new ventures are discussed. Focuses on the operations, marketing, financial, human resources, strategic management, and the small firm's legal and governmental relations. Additionally, detailed treatment of the problems involved in managing specific fields of small businesses in both service and manufacturing will be included.

Study of various classical and modern theories of management and organization and how systems theory, contingency approaches, and socio-technical systems explain managerial problem solving and decision-making in organizational contexts and a global environment. Relevance and application of these theories to actual management situations are also examined using discussions, research, and case studies.

Organizational Behavior is the study of human behavior within organizational settings. This encompasses micro level (interpersonal and small group) and macro level (inter-organizational) interactions. This course will examine the current theories and research within the field of organizational behavior and simulations. Focus will be on the application of these theories and empirical findings through case analyses.

This course examines the nature of individual and group employee behavior in a work environment and how it affects organizational performance. Its purpose is to provide an understanding of how organizations can be managed more effectively and at the same time enhance the quality of employees work life. Topics include work motivation, rewarding behavior, personality traits, stress, individual and group effectiveness and conflict, power and organizational politics, leadership, job design, organizational structure, decision-making, communication and organizational change and development. The course makes extensive use of individual and group experiential exercises and case analysis.

Comprehensive study of marketing strategies implementation; computer simulated case studies; projects developed for integration of marketing practice in contemporary business applications. Student should take in final semester (Cross listed with MAKT 353).

MNGT 330 Strategic Management and Policy Practice

An integrative course in strategic management and business policy that utilizes the case method of instruction. A capstone course involving business analysis through applying principles of accounting, communications, economics, finance, management, marketing, quantitative methods, and related disciplines.

Introduction to human resource management principles, processes and systems. Analysis of the components of human resource management including organizational assessment and human resource planning; recruitment and selection, compensation and benefits administration, training and development, employee relations, program utility analysis, human resource management information systems, computer integration in human resource programs, and employment laws.

This course gives focus on global economic integration and emerging market economies, including the effects these trends have on both service and manufacturing industries in the short- and long term. Other global business issues will include the World Trade Organization (WTO); North American Free Trade Association (NAFTA); the European Union (EU), and the influences of the political and legal environment on markets; and the strategies for business entry into a global market; environmental considerations in business processes; development of leadership talent in a global setting.

This course provides a study of the drivers of quality, customer satisfaction, efficiency and productivity in service and manufacturing enterprises. Topics include product and service design, forecasting, quality management, facility location and layout, materials management, scheduling, project management, and supply chain management. While topics are covered for both manufacturing and service operations, attention is directed to the study and analysis of the operations management functions in service enterprises.  

Sales management functions of recruiting and hiring, training and assimilating, planning, controlling and motivating, leadership, direction and evaluation of the sales force and includes sales analysis; role of personal selling in promotional mix and sales objectives of management. (cross-references with MAKT 411).

Work experience at a specialized level supervised for graded academic credit by a faculty member in the learner's major field. This experience allow learners the opportunity to earn credit for their internship experience and make connections with their experience and academic coursework. Term and hours arranged with the course instructor. The internship credits are earned in the term the learner is enrolled in the course. A learner enroll in the internship (4 credit hours) or a minimum of two additional upper-division course. A learner  cannot receive retroactive academic credit for a past internship] experience.