Professors: Mark S. Bettner, William R. Gruver (clinical), Elton G. McGoun, Timothy Sweeney (visiting)

Associate Professors: Douglas E. Allen, Matthew D. Bailey, Neil M. Boyd, Stephen Brady (visiting), Jamie R. Hendry, Tammy B. Hiller, David E. Jensen, Michael E. Johnson-Cramer (Director), Robert A. Needham (clinical), Eric L. Santanen, Janice M. Traflet, Stephen D. Willits

Assistant Professors: Mihai M. Banciu, Jonathan Y. Bean, Jordi R. Comas, Cynthia P. Guthrie, Richard Kedzior, Eric C. Martin, Stacy A. Mastrolia, Curtis M. Nicholls, Seth D. Orsborn, Kristy Schenck, Alia C. Stanciu

Lecturers: Paul W. Brann, Mary F. Leshinskie, Dianne M. McDonald

Studying management teaches students to understand organizations and their management in relation to society’s needs, the forces of history, the bounds of responsible practice, and the nature of the human condition. The habits of thought associated with liberal education — free inquiry, moral reasoning, engagement with traditions of knowledge and culture, and critical thinking — are precisely the qualities most required of truly professional managers and are developed in management coursework. Management education not only prepares students to become managers but also, more importantly, fits them to be citizens in a society circumscribed, in no small part, by the actions of complex organizations.

As organizations wrestle with the turbulence of the 21st century, they must confront four equally important challenges. They must be financially viable, despite the increasing complexity of financial markets. They must be innovative, as only those products and services that satisfy consumer and client needs in a distinctive way can compete in the marketplace. They must be capable of operating on a global scale, as resources, capital, labor, and (above all) competition can come from anywhere in the world. Finally, they must be environmentally and socially sustainable. The knowledge and skills involved in addressing these challenges are not the province of one domain of thought. Instead, they require complex reasoning, imagination, and inter-disciplinary study. The BSBA core curriculum cultivates these habits of thought and teaches students to address each of these challenges competently, while the four specialized programs of study allow students to concentrate in great depth on one of these four challenges.

The School of Management provides curricula leading to the Bachelor of Science in Business Administration (BSBA) degree, with majors in Accounting and Financial Management (ACFM), Global Management (GLBM), Managing for Sustainability (MSUS), and Markets, Innovation and Design (MIDE). In addition, the School of Management offers a Bachelor of Management for Engineers (BME) degree and elective courses to students across the University to fill a pressing need for otherwise well-educated college graduates to understand the basic structures, operating mechanisms, and management principles governing businesses and other organizations.

The School of Management’s graduates are actively recruited by leading organizations. The ACFM program maintains strong ties with many of the foremost CPA and financial services firms. Its curriculum provides a solid foundation for students who wish to qualify as Certified Public Accountants (CPAs), Certified Management Accountants (CMAs) or Chartered Financial Analysts (CFAs). The School also frequently places graduates in well-known consumer products, pharmaceutical, and fashion companies. Other BSBA graduates undertake a diverse range of positions in businesses, government and not-for-profit organizations. Some start their own firms or become teachers, lawyers, museum curators, non-profit executives and more. All of them are prepared to make significant contributions to their organizations and their communities, of whatever scale. Many BSBA graduates, after working several years, complete MBA programs at major universities such as Chicago, Columbia, Harvard, Northwestern, Stanford, or Virginia or go on to pursue Ph.D.s, law degrees, and other advanced programs of study.

Applying to the BSBA degree program. Students who wish to seek the BSBA degree and who were not directly admitted to that degree program when admitted to the University must apply for internal transfer into the School of Management. Typically, the internal transfer process is highly competitive. The number of students admitted to the BSBA degree program is limited by an enrollment cap determined by the School and the Dean of Arts and Sciences. An Information Session is held in early April each year for first year students to learn more about the application process. Immediately following the information session an on-line application portal becomes available for first year students to submit a completed internal transfer application to the School by the last day of classes in the spring semester of their first year of study at Bucknell. Students are informed of the decision in June and are able to adjust their Fall schedules accordingly. Criteria for acceptance emphasize academic achievement and, to a lesser degree, material submitted as part of the application process. Students planning to apply to the School should actively consider their contingency plans, in the event that they are not accepted into the program. Questions regarding this process should be addressed to the Assistant Director of the School of Management.

All BSBA candidates ordinarily will have completed at least three of the four BSBA foundational literacy core courses (MGMT 100, MGMT 101, MGMT 102 and ECON 103) by the end of the first year. While admission to the BSBA degree program is possible without having completed these courses, students seeking internal transfer admissions are strongly encouraged to complete some core course(s) by the end of the first year wherever possible. Where this is not possible, students should plan to complete all four foundational literacy and at least two managerial literacy core courses by the end of their sophomore year. Prospective applicants are encouraged to meet with School of Management faculty during their first year of study to discuss important advising issues.

Requirements. All candidates for the BSBA degree must fulfill all University degree requirements including the College Core Curriculum, the BSBA Core Curriculum and all major program requirements.

BSBA Core Curriculum requirements. The BSBA Core Curriculum comprises those courses that all candidates for the BSBA degree must complete, regardless of which major program they select; it is designed to cultivate three forms of literacy relevant to managerial thought: foundational, managerial, and integrative. All BSBA graduates must acquire these literacies, as they are the fundamental knowledge and skills necessary for managers, regardless of organization, industry, function, or sector.

Foundational Literacy Requirement: Four courses are required of all BSBA majors.

MGMT 100: Management: Past, Present and Future (half credit course)
MGMT 101: Introduction to Organization and Management
MGMT 102: Quantitative Reasoning for Managers
ECON 103: Economic Principles and Problems

Managerial Literacy Requirement: Unlike foundational and integrative literacy requirements, the managerial literacy requirements vary by major. The list below indicates each major’s required managerial literacy courses.

MGMT 200: Foundations of Accounting and Financial Management I (required for ACFM, GLBM, MSUS, and MIDE majors)
MGMT 201: Marketing (required for ACFM, GLBM, MSUS, and MIDE majors)
MGMT 202: Operations (required for MSUS majors)
MGMT 203: Managerial Finance (required for GLBM and MIDE majors)*

* ACFM majors must take two accounting and financial management courses – ACFM 261 (Foundations of Accounting and Financial Management II) and ACFM 370 (Corporate Finance) – in lieu of MGMT 203.

Integrative Literacy Requirement: Three courses are required of all BSBA majors.

MGMT 302: The Stakeholder Organization
MGMT 303: The Technological Organization
MGMT 304: The Strategic Organization*

*Note that ACFM majors pursuing the CPA/CMA track may choose to take ACFM 359: Advanced Seminar in Accounting rather than MGMT 304.

All BSBA majors must satisfy the Culminating Experience component of the College Core Curriculum. This requirement is typically fulfilled by enrollment in MGMT 304; however, ACFM majors who pursue the CPA/CMA track may satisfy this requirement through either MGMT 304 or ACFM 359. In addition, all majors will receive instruction in writing, speaking, and information literacy as part of their BSBA core curriculum coursework.

In the spring of their sophomore year, all BSBA students will, in consultation with their advisers, select a major from among the four specialized programs and will complete the specific major requirements in addition to the BSBA core curriculum requirements. Transferring between programs is possible as long as the student will be able to meet all degree requirements of the new program and still graduate on schedule.

Accounting and Financial Management major requirements. Accounting and financial management are becoming progressively more complicated. Thus accounting and financial management requires sophisticated thinking as international differences, regulatory requirements, and the turbulent business environment all place new demands on those who are responsible for the efficient use of capital. We believe that a program to train professionals for this kind of world will look somewhat different from traditional programs. To succeed in this uncertain environment, financial services professionals need more than just a basic grasp of analytical tools and conventions. They need to be able to look at the broader economic and political contexts in which financial decisions are made. They must be able to make decisions under conditions of varying uncertainty. That’s why we have chosen to blur the lines between accounting and finance. That’s why the courses that we teach focus on decision-making and judgment. That’s why we spend time exploring the political dynamics that produce accounting standards. Our goal is to ground students in concepts and principles that will ensure their ability to grow professionally.

Graduates of Bucknell’s Accounting and Financial Management program (ACFM) should embrace the values of responsible citizenship and possess the technical proficiencies necessary to account for financial resources and to allocate them efficiently. The ACFM program fosters critical thinking, emphasizes interdisciplinary competence, encourages intellectual curiosity, and promotes professional ethics. ACFM students are exposed to technical financial rigor, and they are challenged to consider the historical, political, economic, and social tensions that exist among diverse stakeholder groups as students must understand the personal and social impacts of their professional behaviors and evaluate their moral underpinnings.

The following courses, beyond completion of the BSBA core curriculum requirements, constitute the Accounting and Financial Management (ACFM) major.

All ACFM majors must complete the following six courses:

ACFM 220: Business Law I
ACFM 261: Foundations of Accounting and Financial Management II
ACFM 340: Business Analytics and Financial Modeling
ACFM 351: Intermediate Accounting and Financial Management I
ACFM 370: Corporate Finance
ECON 256: Intermediate Microeconomics or ECON 259 Intermediate Mathematical Microeconomics

ACFM majors must, by the end of the fall of their junior year, declare their intent to pursue one of two distinctive tracks. The CPA/CMA track focuses on accounting and provides necessary training for certified public and management accountants. The CFA track focuses on finance and provides necessary training for chartered financial analysts.

ACFM majors pursuing the CPA/CMA track must take the following four courses:

ACFM 352: Intermediate Accounting and Financial Management II
ACFM 354: Tax Accounting I
ACFM 357: Auditing and Assurance (CPA) or MGMT 202 Operations (CMA)
ACFM 365: Advanced Managerial and Cost Accounting

ACFM majors pursuing the CFA track must take the following four courses:

ACFM 372: Advanced Corporate Finance
ACFM 377: Investments
ECON 327: International Economic Theory or GLBM 302 The Global Flow of Capital
ECON 328: Money and Financial Institutions or ACFM 378 Investment Banking

Uniform Certified Public Accountant Examination. The flexibility of Bucknell's ACFM program enables students to satisfy the educational requirements established by many states to sit for the CPA exam, including the 150-hour requirement. (Students interested in a particular state should contact its State Board of Accountancy to determine its specific rules and regulations.) Although the ACFM degree program requires only 128 semester-hours, students may earn up to 150 semester-hours in four calendar years by supplementing degree requirements with a combination of Advanced Placement (AP) credits, course overloads, summer classes, College Level Examination Program (CLEP) exams, online coursework and/or internships. Flexibility exists in how students may earn the semester hours required to accommodate state-specific variations in licensing requirements. For example, students may take 4.5 courses each semester at no additional tuition and without requesting approval of the dean (a 5-course load also is permissible in any semester, with the approval of the dean). Thus, a student who opts to take 4.5 courses each semester earns 144 semester-hours over the course of four years, leaving only 6 hours to be completed via AP credits, summer classes, online coursework, and/or those internships approved for academic credit. Although members of the School of Management will advise students concerning course selection, the student is responsible for choosing those courses and experiences that meet specific states' requirements to sit for the CPA exam.

Global Management major requirements. All management has become global management. No organization can flourish without managers who can understand the importance of developments beyond the borders of their home country, devise effective strategies to respond to the challenges of global competition, and understand the intricacies endemic to the global flow of capital and goods. The Global Management (GLBM) program offers students an opportunity to learn more about the international dimension of business and to prepare for careers in various sectors of the global economy. Courses in the GLBM program will sensitize students to the changing institutional landscape, the increasingly complex flows of goods, talent, and capital, and the international differences that influence organizational and managerial success. Students will also take relevant courses in other parts of the University, gaining insights into the political and economic dynamics of the global system and acquiring the linguistic and cultural understanding necessary to function in other countries. Graduates of this program will have the necessary skills, knowledge, and judgment to adapt to and manage effectively in an increasingly global business environment.

Graduates of the Global Management program will complete a curriculum designed to help them achieve the following specific learning objectives.

Learning Objective #1: Understanding Organizations as Global Phenomena. Students of global management will learn how to adapt their understanding of the core disciplines of management (studied in the BSBA core) to a global context. This will entail taking advanced courses in global finance, strategy, and operations, in order to develop the analytical and technical skills requisite to global management.

Learning Objective #2: Considering the Manager as a Global Actor. Students will acquire the leadership skills — negotiation, communication, cross-cultural management, adaptation, decision-making, etc. — that individuals need to succeed in a complex, foreign landscape. Real-world projects on international management will enable them to develop these skills.

Learning Objective #3: Awareness of the Global System. Global management students will become aware of the political, economic, social, and cultural forces that define and shape the emerging global system and think deeply about how they shape the practice of management and how, in turn, organizations — particularly multinational corporations — shape the contexts in which they operate.

Learning Objective #4: Ability to Access a Region or Country. National differences remain a powerful force, shaping markets, consumption patterns, business strategies, and organizational life. Students will develop the ability to access, or ’get to know’, a region or country by focusing on its political, economic, and/or cultural features.

The following courses, beyond completion of the BSBA core curriculum requirements, constitute the Global Management (GLBM) major.

All GLBM majors must take the following four courses:

GLBM 300: Global Manager as Diplomat
GLBM 301: Global Supply Chain Management
GLBM 302: The Global Flow of Capital
GLBM 400: Global Manager Abroad (may be offered as two half-credit courses)

Global Environment Electives. GLBM majors must take ONE of the following Global Environment Electives. With permission of their adviser, students may substitute other courses appropriate to this category and satisfying learning objective #3, as long as such courses are taught by faculty outside the School of Management.

ECON 227: International Economics
GEOG 209: Economic Geography
GEOG 211: Political Geography
IREL 252: Political Economy of Global Resources
IREL 390: American Global Strategy
POLS 170: International Politics
POLS 205: Comparative Politics
POLS 275: Global Governance
POLS 277: International Political Economy

Area Studies Electives. GLBM majors must take TWO of the following Area Studies Electives. The two courses should focus on the same region. These lists are by no means exhaustive. As such, with permission of their adviser, students may substitute other courses appropriate to this category and satisfying learning objective #4, as long as such courses are taught by faculty outside the School of Management.

East Asia

EAST 256: Contemporary Japanese History
EAST 267: The People's Republic of China
EAST 274: The Greater Chinese Economy
EAST 278: Asian Economic Development
EAST 340: Comparative Pacific Basin Economics

Africa

ANTH 235: Modern Africa
ECON 235: African Economic Development
ECON 270/ PSYC 270: South Africa: Social Entrepreneurship
FREN 336: Francophone Africa
GEOG 236: Third World Development
POLS 211: Third World Politics

Europe

ECON 271: The British Economy
ECON 277: The French Economy
FREN 270: La France Actuelle
FREN 275: French Economy and Business Culture
GEOG 214: Europe in the Age of Globalization
GRMN 221: Doing Business in Germany
GRMN 272: Modern German Culture
ITAL 205: Discovering Italy
POLS 222: Russian Politics
POLS 223: European Politics
SPAN 270: Spanish Civilization

Middle East

POLS 224: Government and Politics of the Middle East
POLS 287: United States and the Middle East
POLS 289: Arab-Israeli Conflict
RELI 201: Islam
RELI 210: Judaism

Latin America and Caribbean

ECON 266: Political Economy of the Caribbean
ECON 276: Latin American Economic Development
GEOG 236: Third World Development
LAMS 297: Latin American History
LAMS 365: Seminar in Latin American Studies
POLS 211: Third World Politics
POLS 219: Latin American Politics
SOCI 290: Sociology of Caribbean Society
SPAN 280: Latin American Cultural Traditions

Language and Cultural Skills. GLBM majors must demonstrate intermediate proficiency in at least one foreign language or elementary proficiency in two. They may do so by passing the fourth course or higher (intermediate) or the second course or higher (elementary) in a language sequence at Bucknell. Alternatively, students may demonstrate intermediate proficiency by passing a one-credit 200-level language course on the culture or society of a country or region. Students may achieve proficiency in other ways, including abroad experiences and courses taken elsewhere. Students whose native language is not English are exempt from this requirement. Moreover, students are strongly encouraged to acquire some experience abroad through one of the many international programs available to Bucknell students.

Managing for Sustainability major requirements. Sustainability has emerged as one of the foremost challenges facing humanity in the 21st century. All organizations, from businesses to governments to civic organizations, seek to generate value with finite resources. We have a deep need to recognize that economic sustainability can be achieved in the long term only by realigning business models and strategies to become ecologically and socially sustainable. MSUS graduates should not only understand the managerial challenges to realizing sustainability but also possess the courage and passion for achieving sustainable environmental, social, and economic goals. Students’ knowledge and managerial competence should grow through studying theories and concepts from a range of relevant disciplines, engaging in experiential learning, dissecting key organizational successes and failures, crafting oral and written reflections, and honing analytical abilities with multiple types of data. By building our students’ awareness of sustainability issues on all levels — from local to global — our program will strive to develop the managers that organizations need to meet the sustainability challenge.

Graduates of the Managing for Sustainability program will complete a curriculum designed to help them achieve four specific learning objectives. First, they will understand sustainability as an interdisciplinary phenomenon that includes science, technology, history, ethics, socio-cultural circumstances, legal aspects, political conditions, and economic factors. Second, they will understand organizational roles in sustaining our world, including how the various functions of an organization — such as finance, marketing, operations, and others — can contribute to meeting sustainability challenges. Third, they will be stimulated to reflect regularly on the knowledge they have acquired and on their particular experiences in order to determine additional areas to explore and they will use this reflection to foster innovative ways to address sustainability challenges. And fourth, in senior-level Sustainability Action Learning Projects, MSUS students will have opportunities to manage actual efforts to foster change and to struggle with potential barriers to success.

The following courses, beyond completion of the BSBA core curriculum requirements, constitute the Managing for Sustainability (MSUS) major.

All MSUS majors must take the following three courses:

MSUS 300: Fundamentals of Managing for Sustainability
MSUS 301: Triple Bottom Line Accounting and Performance Management
MSUS 400: Sustainability Action Learning Project

In addition, all MSUS majors must take approved sections of FIVE of the following elective courses: one course from each of the three categories of electives and two additional electives from any of the three elective categories. With permission of their adviser, students may substitute other courses appropriate to these categories, as long as such courses are taught by faculty outside the School of Management.

Scientific and Technological Considerations Electives

BIOL 150: Plants, People, and the Environment
BIOL 208: Population and Community Biology
BIOL 353: Ecosystem Ecology
CENG 446: Design of Water and Wastewater Treatment Systems
ENST 211: Environmental Pollution and Control
ENST 221: Hazardous Waste and Society
ENST 230: Introduction to Ecological Design
ENST 240: Sustainable Resource Management
ENST 245: Environmental Policy and Politics
GEOG 110: World Environmental Systems
GEOG 257: Global Environmental Change
GEOG 332: Evolution, Ecology, and Human Impact
GEOG/ENST 345: Food and the Environment
GEOL 103: Physical/Environmental Geology
GEOL 104: Evolution of the Earth
GEOL 107: Global Change – Past and Present
GEOL 207: Environmental Geohazards
UNIV 270: Technical Perspectives – Life, the Universe, and Engineering

Historical, Socio-Cultural and Ethical Considerations Electives

ANTH 260: Environmental Anthropology
ANTH 410: The Environment in Cross-Cultural Perspective
ENGL 150: Art, Nature, and Knowledge
ENST 205: Green Utopias
GEOG 113: Human Impact on the Environment
GEOG 236: Third World Development
IREL 310: Human Rights
RELI 214: God, Nature, and Knowledge
RELI 226: Environmental Ethics
RELI 229: The Ethics of Consumption
SOCI/ANTH 201: Field Research in Local Communities
SOCI 215: Human Service Systems
SOCI 310: The Sociology of Developing Societies
SOCI 311: Globalization, Technology, and Cultural Change
SOCI 322: Medical Sociology
SOCI 331: Community Organizations in Northern Ireland
SOCI 340: Sociology of Religion
SOCI 402: Public Service and Nonprofit Organizations
SOCI 418: Social Services and Community: A Practicum
SPAN 346: Utopia/Dystopia in Urban Latin America

Legal, Political and Economic Considerations Electives

ECON/WMST 236: Unemployment and Poverty
ECON 270/PSYC 270: South Africa: Social Entrepreneurship
ECON 357: Economic Development
ENST 215: Environmental Planning
ENST 255: Environmental Justice
ENST 260: Environmental Law
GEOG 209: Economic Geography
IREL/UNIV 252: Political Economy of Global Resources
POLS 211: Third World Politics
POLS 231: American Public Policy
POLS 275: Global Governance
POLS 281/UNIV 219: Peace Studies

Markets, Innovation and Design major requirements. The Markets, Innovation, and Design (MIDE) program will expose students to the orchestration, design, logic and strategy underlying organizations' key marketing practices. The MIDE program will highlight the complex interplay that takes place between market research/analysis of consumer-product relationships and the strategic management of the marketing mix or brands. Students pursuing the MIDE program will augment their core understanding of management functions with an interdisciplinary examination of some of the creative, analytical, and technical processes that combine to generate ideas and transform them into images, products, and services which powerfully shape our culture.

The MIDE program will foster students developing a deep appreciation for the interdisciplinary roots and connections among creative and technical design, marketing, and innovation. Moreover, the program will enhance creative thinking and acting. In addition to gaining a better understanding of how their surroundings are constructed, students will cultivate a habit of trying to envision how their world can be improved. Students will also learn quantitative, empathic, interpretive, and visual methods in order to assess the relationships between consumers/users and their environments, with a particular focus on remedying unmet needs and filling gaps between current and ideal circumstances. As they learn more about the overall design process, students also will have the opportunity to practice techniques such as role playing, sketching, creative narrative, prototyping, and simulation, which will help them to transform ideas into reality.

The following courses, beyond completion of the BSBA core curriculum requirements, constitute the Markets, Innovation and Design (MIDE) major.

All MIDE majors must take the following four courses:

MIDE 300: Markets, Innovation, and Design
MIDE 301: Understanding Consumers
MIDE 302: Design Realization
MIDE 303: Entrepreneurship or MIDE 304 Marketing Management

Beyond these core MIDE courses, all MIDE majors must choose FOUR program-related electives. The MIDE program is designed to be sufficiently flexible to enable students to pursue a wide range of interests and career scenarios, such as work in market research, brand management, marketing management, public relations, communications, product design, global consumer culture, and issues of innovation. Therefore, besides taking the MIDE core (the four courses noted above), students are required to choose, with consultation and approval from their advisers, four program-related electives from courses available elsewhere at the University, outside the School of Management. These choices will depend on what makes most sense given the students’ underlying interests. For example, a student contemplating a career in advertising might select four electives from courses such as Introduction to Visual Culture, Film Production, Popular Culture, Political Economy of Media and Advertising, Digital Photography, or Introduction to Creative Writing. The essential idea behind this loose elective structure is to give students the latitude to delve further into their own intellectual interests in relation to the program’s learning objectives. These program-related electives enable students (with the help of their advisers) to apply a more specialized and individualized signature to their program of study. This feature, too, is part of the creativity and innovation embedded in the MIDE program.

Other information about the BSBA major. BSBA majors are encouraged to pursue off-campus study, either abroad or in approved domestic programs. Many off-campus programs also include internship opportunities. BSBA students may take a maximum of two required BSBA core or major courses in non-Bucknell programs.

The School may assist students in arranging special programs to include study abroad, independent work, field projects and internships, and acceleration in the fulfillment of BSBA requirements. Well-qualified juniors and seniors are invited by the faculty to participate in the school honors programs, consisting of participation in advanced seminars and the preparation of honors theses.

Bachelor of Management for Engineers Degree. The Bachelor of Management for Engineers (BME) degree is open to students admitted to the five-year joint degree program in engineering and management. The program leads to a joint degree comprising the Bachelor of Management for Engineers degree and the Bachelor of Science degree in one of the specific engineering disciplines.

All BME majors must fulfill all University degree requirements, including the College of Arts and Sciences College Core Curriculum and must take the following six required MGMT courses:

MGMT 101: Introduction to Organizations and Management
MGMT 200: Foundations of Accounting and Financial Management I
MGMT 201: Marketing
MGMT 203: Managerial Finance or ACFM 370 Corporate Finance
MGMT 302: The Stakeholder Organization
MGMT 304: The Strategic Organization

In addition, all BME majors must take TWO School of Management electives courses, chosen from MGMT, ACFM, GLBM, MIDE and/or MSUS course offerings — one at the 200- or 300-level and the other at the 300-level.

Students in this program may satisfy one of their eight School of Management courses through transfer of credit from a non-Bucknell program, with prior approval of the School of Management. Suggested course sequences for the program and detailed information on the degree requirements are available from the School of Management or the Office of the Dean of Engineering.

 

BSBA Core Curriculum Courses (MGMT)

100.  Management Past, Present and Future (I or II; 1.5, 0) Half course.
Explores the historical context from which complex organizations have arisen, their evolution, and the emerging areas of inquiry necessary to understanding the future of organizations, management, and business.

101.  Introduction to Organization and Management (I and II; 3, 3)
Students apply management theory and concepts to creating and managing multi-project organizations. Not open to first-semester first-year students.

102.  Quantitative Reasoning for Managers (I or II; 3, 1)
This course serves as a student's introduction to quantitative modeling and basic statistical analysis, especially as they apply to managerial decision making.

200.  Foundations of Accounting and Financial Management I (I and II; 3, 1)
Introduction to accounting and financial management including financial statement preparation and analysis, financial forecasting, cost relationships, time value of money and capital budgeting.

201.  Marketing (I and II; 3, 0)
Introduction to principles of marketing. Examines how organizations facilitate exchange relationships by customers' needs and wants. Explores the intricacies of identifying and establishing market positions and understanding consumer behavior. Prerequisite: MGMT 101 or permission of the instructor.

202.  Operations (I or II; 3, 0)
This course introduces students to the ways in which to model, analyze, and improve processes for producing services and goods. Prerequisite: MGMT 102 or equivalent.

203.  Managerial Finance (I and II; 3, 0)
Financial analysis, forecasting, and valuation of projects and companies incorporating risk-return tradeoffs and capital structure and dividend decisions. Employs 10-K research and presentations. Prerequisite: MGMT 200.

302.  The Stakeholder Organization (I and II; 3, 0)
Students explore the moral challenges associated with complex organizational decisions in a variety of contexts. Prerequisite: MGMT 101; juniors and seniors only.

303.  The Technological Organization (I and II; 3, 0)
Organizations solve a variety of problems by deploying information systems. This course explores a range of technological impacts on organizations from their behavior to survival.

304.  The Strategic Organization (I and II; 3, 0)
Students learn strategic concepts and explore the challenges of formulation and implementing organizational strategies. Prerequisites: seniors only; MGMT 101.

 

Accounting and Financial Management major courses (ACFM)

220.  Business Law I (I and II; 3, 0)
Survey of the judicial system; analysis of contract law and government regulation of business using lecture and case method. Not open to first-year students. Crosslisted as MGMT 220.

261.  Foundations of Accounting and Financial Management II (I and II; 3, 1)
Covers general purpose financial statements, the theoretical framework that underlies the measurement of income, and asset and liability valuation. Prerequisite: MGMT 200 or permission of instructor.

340.  Business Analytics and Financial Modeling (I or II; 3, 1)
Decision making of individuals and groups in organizations, emphasizing the organization's financial dimension. Topics: optimization, decision theory, simulation. Prerequisites: MGMT 102, MGMT 203 or ACFM 261.

351.  Intermediate Accounting and Financial Management I (I or II; 3, 1)
Accounting theory and practice applicable to income determination and asset valuation. Develops students' understanding of the accounting and financial reporting environment. Prerequisite: ACFM 261.

352.  Intermediate Accounting and Financial Management II (I or II; 3, 1)
A continuation of ACFM 351. Topics include: investments, debt, leases, pensions, deferred taxes, EPS, equity, and cash flows. Prerequisite: ACFM 351 or permission of instructor.

354.  Tax Accounting I (I and II; 3, 2)
Survey of federal income taxes with emphasis on individual tax law, practice, and planning. Prerequisite: junior or senior status or permission of the instructor. Crosslisted as MGMT 354.

357.  Auditing and Assurance (I or II; 3, 1)
Covers professional standards and responsibility, ethics, risk analysis, accounting systems and controls, evidence accumulation, and auditor reports. Also emphasizes professional writing skills. Prerequisite: ACFM 261. Crosslisted as MGMT 357.

365.  Advanced Managerial and Cost Accounting (I or II; 3, 1)
Examines managerial accounting and cost behavior, specifically, how product cost information is recorded, reported, analyzed and used by managers in decision making. Prerequisite: ACFM 261. Crosslisted as MGMT 365.

370.  Corporate Finance (I or II; 3, 0)
Concepts, principles, and recent innovations in corporate finance: risk and return, valuation, capital budgeting and structure, dividend policy, financial planning, risk management. Prerequisites: MGMT 102 and ACFM 261. Crosslisted as MGMT 370.

372.  Advanced Corporate Finance (I or II; 3, 0)
Applied corporate finance strategy, including mergers and acquisitions; intensive use of the case method. Heavily emphasizes classroom participation and group presentations. Prerequisites: ACFM 370 and permission of the instructor.

377.  Investments (I or II; 3, 0)
Principles of investment practice and theory. Emphasis on the fundamentals of intangible investments (equities, debt and derivative instruments). Prerequisites: MGMT 102 and ACFM 370 or permission of the instructor.

378.  Investment Banking (I or II; 3, 0)
An economic, historical, and social perspective on the industry from its origin to the present with emphasis on current practices. Prerequisite: junior/senior economics or BSBA majors; others by permission.

 

Accounting and Financial Management elective courses (ACFM)

221.  Business Law II (AII; 3, 0)
Analysis of the Uniform Commercial Code in the area of sales and commercial paper; the law of agency, partnerships, and corporations. Prerequisite: ACFM 220.

310.  Independent Study in Accounting and Financial Management (I or II; R) Half to two courses.
Individual study or projects, supervised by instructor. Prerequisite: permission of the instructor.

315.  Special Topics in Accounting and Financial Management (I or II; R) Half to one course.
A seminar on selected topics in accounting and financial management. Prerequisite: permission of the instructor.

353.  Advanced Accounting (I or II; 3, 1)
Accounting theory and practice applicable to business combinations and additional advanced topics related to financial reporting. Prerequisite: ACFM 352 or permission of the instructor. Crosslisted as MGMT 353.

355.  Tax Accounting II (AI or AII; 3, 2)
Advanced topics in federal income, gift and estate taxation, with primary emphasis on corporate and pass-through entity tax law, practice, and planning. Prerequisite: ACFM 354.

358.  Computer and Forensic Auditing (II; 2, 0) Half course.
Uses of audit software to obtain and develop evidence, provide decision support, and solve audit problems. Introduction to forensic accounting and auditing. Prerequisite: ACFM 357.

359.  Advanced Seminar in Accounting (AII; 3, 1)
An integrative seminar addressing special topics and current issues faced by the accounting profession. Prerequisite: permission of the instructor.

371.  Valuation (AI or AII; 3, 1)
Introduction to fundamental corporate valuation; using reported accounting data then applying tools and techniques to derive the measurements utilized in corporate valuation. Prerequisite: ACFM 370.

373.  Applied Portfolio Management (AI or AII; 3, 1)
Blends portfolio theory with the practicalities of developing and implementing an investment policy, identifying investor objectives and constraints, and evaluating portfolio performance. Prerequisite: ACFM 377.

375.  Student Managed Investment Fund I (I; 3, 1)
The first course of a two semester experiential learning exercise in which students manage a real dollar investment portfolio. Prerequisites: ACFM 377 and permission of the instructor

379.  Practical Philanthropy (AI or AII; 3, 0)
Blends the academic study of philanthropy with practical experience by running the granting side of a private foundation; includes a service learning project.

380.  Quantitative Finance (AI or AII; 3, 0)
Explores analytical techniques used in the finance industry to model, price, and analyze financial derivatives. Prerequisites: ACFM 340, ACFM 377, and calculus.

390.  Honors Course in Accounting and Financial Management (I or II; R)
Special and independent studies for Accounting and Financial Management majors selected under guidelines of the school and the University Honors Council. Honors thesis required. Prerequisite: nomination by the school.

391.  The Mass Investing Society (AI or AII; 3, 0)
Traces how the United States has become an "equity nation" where most citizens own common stock. Also explores pivotal moments in stock market history.

476.  Student Managed Investment Fund II (II; 3, 1)
The second course of a two semester portfolio management course in which students manage a real dollar investment portfolio. Prerequisites: ACFM 375 and permission of the instructor.

 

Global Management major courses (GLBM)

300.  Global Manager as Diplomat (I or II; 3, 0)
This course will examine the changing role of the manager in the global business environment.

301.  Global Supply Chain Management (I or II; 3, 0)
In this course students will learn the concepts and tools to model, analyze and improve global supply chain operations under a variety of contexts. Prerequisites: MGMT 102; MGMT 203 or ACFM 370 or permission of the instructor.

302.  The Global Flow of Capital (I or II; 3, 0)
This course will explore the challenges of financial management in a global context. Prerequisite: MGMT 203 or ACFM 370 or permission of the instructor.

400.  Global Manager Abroad (I and II; 3, 0)
Students will undertake a collaboration project with students in other locales and with a faculty adviser. Prerequisites: GLBM 300 or permission of the instructor. Only open to juniors.

 

Global Management elective courses (GLBM)

310.  Independent Study in Global Management (I or II; R) Half to two courses.
Individual study or projects, supervised by instructor. Prerequisite: permission of instructor.

315.  Special Topics in Global Management (I or II; R) Half to one course.
A seminar on selected topics in global management. Prerequisite: permission of the instructor.

320.  The Global Negotiator (AI or AII; 3, 0)
This course will focus on how to be an effective negotiator in the context of the global business environment. Open to juniors and seniors only.

330.  Rise of the Network Society (AI or AII; 3, 0)
What are the fundamental social, economic, and political features that define our times? Starting with the idea of the network society we will explore globalization, the network organization, communication technologies, identity, and new forms of social protest. There is a special emphasis on developing presentation skills and independent projects.

350.  The Global Manager in Europe (AI or AII; 3, 0)
In this course, students will learn about how companies make strategic decisions in the European business environment. Open to juniors and seniors only.

351.  The Global Manager in Russia (AI or AII; 3, 0)
This course examines the specifics of doing business in Russia, and through video-conferencing with Russian counterparts, prepares students for more efficient functioning in the "globalized" business environment.

352.  The Global Manager in India (AI or AII; 3, 0)
This course explores India's economic rise, its evolving business climate, and the emergence of powerful Indian companies on the global scene.

353.  The Global Manager in China (AI or AII; 3, 0)
This course will analyze cases of companies doing business in China and will look for lessons about the business environment there.

390.  Honors Course in Global Management (I or II; R)
Special and independent studies for Global Management majors selected under the guidelines of the school and the University Honors Council. Honors thesis required. Prerequisite: nomination by the school.

 

Managing for Sustainability major courses (MSUS)

300.  Fundamentals of Managing for Sustainability (I or II; 3, 0)
Explore how organizations manage toward social, environmental, and financial sustainability goals. Prerequisites: sophomores, juniors, or seniors only; MGMT 101 or permission of the instructor.

301.  Triple Bottom Line Accounting and Performance Management (I or II; 3, 0)
Use quantitative measurements of social, environmental, and financial performance (the "triple bottom line") to improve management. Prerequisite: MGMT 200. Juniors or seniors only.

400.  Sustainability Action Learning Project (I or II; 3, 3)
In groups, students manage significant projects that further key sustainability goals and involve multiple stakeholder groups. Prerequisites: MSUS 300, MSUS 301, MGMT 302, and MGMT 304 (MGMT 304 may be taken as a corequisite) or instructor permission. Seniors only.

 

Managing for Sustainability elective courses (MSUS)

310.  Independent Study in Managing for Sustainability (I or II; R) Half to two courses.
Individual study or projects, supervised by instructor. Prerequisite: permission of the instructor.

315.  Special Topics in Managing for Sustainability (I or II; R) Half to one course.
A seminar on selected topics in managing for sustainability. Prerequisite: permission of the instructor.

316.  Organizing for Justice and Social Change (AI or AII; 3, 0)
Interdisciplinary approach to studying multiple ways of organizing for the purposes of promoting justice and social change. Prerequisite: MGMT 101 or permission of the instructor.

320.  Sustainable Development Management (AI or AII; 3, 0)
This cross-sectoral seminar explores civil society building, post-conflict reconstruction, humanitarian assistance and social, economic and political change, focusing on both sustainable development and development management.

330.  Sustainable Human Resource Management (AI or AII; 3, 0)
Focus is on how human resource management practices can contribute to organizations' economic sustainability while simultaneously enriching lives of employees and their communities. Prerequisite: MGMT 101 or permission of the instructor.

335.  Social Innovation and Entrepreneurship (AI or AII; 3, 0)
Focus is on the promise and peril of social innovation and entrepreneurship. Critically examine the promise, achievements, and problems with both. Students develop a pilot project in social innovation or entrepreneurship.

390.  Honors Course in Managing for Sustainability (I or II; R)
Special and independent studies for Managing for Sustainability majors selected under guidelines of the school and the University Honors Council. Honors thesis required. Prerequisite: nomination by the school.

 

Markets, Innovation and Design major courses (MIDE)

300.  Markets, Innovation and Design (I or II; 3, 0)
A survey of the relationships among marketing, innovation, and design. Students will practice various approaches to creative and innovation thinking. Prerequisite: MGMT 201 or permission of the instructor.

301.  Understanding Consumers (I or II; 3, 0)
A toolbox of qualitative and quantitative research methods for understanding consumer behavior with appropriate exposure to philosophical and theoretical underpinnings of various approaches. Prerequisite: MGMT 201 or permission of instructor.

302.  Design Realization (I or II; 3, 0)
Implementation of creative techniques for exploring ideas and transforming ideas into appropriate mediums for communication. Includes creative ideation, sketching, digital and physical modeling. Prerequisite: MGMT 201 and MIDE 300.

303.  Entrepreneurship (I or II; 3, 0)
Focuses on how to evolve an idea into an enterprise that generates economic, social, or aesthetic value in society.

304.  Marketing Management (I or II; 3, 0)
Students have the opportunity to become familiar with the field of marketing and practice decision making within the context of the marketing environment. Prerequisite: MGMT 201, MGMT 380 or permission of the instructor.

 

Markets, Innovation and Design elective courses (MIDE)

243.  Social Media for Managers (AI or AII; 3, 0)
Exposes students to the opportunities and challenges that managers face in using social media tools for internal collaboration, marketing and outreach, and new product development. Prerequisite: seniors and non-management majors must have permission of the instructor. 

305.  New Product Development (AI or AII; 3, 0)
Study and application of innovation in product development. Learning is tied to a semester project which explores opportunities, value, brand, positioning, market and customer needs. Prerequisite: MGMT 201 or permission of the instructor.

310.  Independent Study in Markets, Innovation, and Design (I or II; R) Half to two courses.
Individual study or projects, supervised by instructor. Prerequisite: permission of the instructor.

315.  Special Topics in Markets, Innovation, and Design (I or II; R) Half to one course.
A seminar on selected topics in marketing, innovation, and design. Prerequisites: MGMT 201 and permission of the instructor.

330.  Innovating Organizations (AI or AII; 3, 0)
Looking at cases of success and failure, we will examine innovation's many inputs and innovations from standard managerial and corporate policies. How do organizations become innovative? Are there attractive or worthwhile practices or organizational structures that current companies overlook? Prerequisite: MGMT 101 or permission of the instructor.

343.  IS Project Management: If We Can Build It, Will They Come? (AI or AII; 3, 0)
Investigates the methods, tools, and techniques used to analyze and develop organizational information systems. Experiential focus includes feasibility analysis, identifying and modeling business requirements, and managing the systems development life cycle.

375.  Should we start this company? (AI or AII; 3, 1)
Project centered course in entrepreneurship, generating new business ideas, and product or service design and development through business planning. Crosslisted as CHEG 475 and UNIV 375.

382.  Data Mining for Managerial Decision Making (AI or AII; 3, 0)
Study and application of analytical methods for large scale datasets. Topics include the clustering and classification methods, and association rules. Prerequisites: MGMT 102 or equivalent and MIDE 301.

390.  Honors Course in Markets, Innovation and Design (I or II; R)
Special and independent studies for Markets, Innovation and Design majors selected under the guidelines of the school and the University Honors Council. Honors thesis required. Prerequisite: nomination by the school.

480.  Impact! Exploring Innovation (I or II; 4, 0)
The goal of innovation is POSITIVE CHANGE, to make someone or something better. This class will examine innovation from an interdisciplinary and integrative perspective. We will explore both what makes something innovative and how innovation happens. Crosslisted as MECH 480 and UNIV 380. Prerequisite: permission of the instructor.

 

General School of Management elective courses (MGMT)

162.  Bubbles, Panics, and Crashes (AI or AII; 1.5, 0) Half course.
This course explores the conditions and commonalities underlying some of history's most famous speculative bubbles, with emphasis on speculation in stock and real estate.

220.  Business Law I (I and II; 3, 0)
Survey of the judicial system; analysis of contract law and government regulation of business using lecture and case method. Not open to first-year students. Crosslisted as ACFM 220.

244.  Examining Our Digital Society (I or II; 3, 0)
This course will explore the impacts of digital technologies and how they help to shape our minds, our lives, our interactions, and our society.

270.  South Africa: Social Entrepreneurship (S; 15, 0)
The course examines the legacy of apartheid and the role of social entrepreneurship in transforming communities. Students will be placed in community organizations in nearby townships. May be crosslisted as ECON 270 or PSYC 270. Prerequisite: permission of the instructor.

285.  Leadership in Management and Technology (S; 1.5) No credit.
Interdisciplinary program for leadership in technology and management; macro and micro perspectives, design and TQM, ethical/professional considerations, environmental and energy management. Open only to students admitted to the Institute for Leadership in Technology and Management. Prerequisite: permission of the instructor. Crosslisted as ENGR 285.

310.  Independent Study in Management (I or II; R) Half to two courses.
Individual study or projects, supervised by instructor. Prerequisite: permission of the instructor.

312.  Business, Government, and Society (I or II; 3, 0)
Focuses on the socio-cultural, political, natural, and economic environments in which firms operate. Includes topics such as ethical decision making, managing multiple stakeholder relationships, and concerns about the sustainability of human organizational systems. Not open to students who have taken MGMT 302. Preference given to senior BSBA and five-year engineering and management students.

315.  Special Topics in Management (I or II; R)
A seminar on selected topics in managing for sustainability. Prerequisite: permission of the instructor.

330.  Human Resources Management (I or II; 3, 0)
Focus is on how human resource management practices can create competitive advantages for organizations and the impact of those practices on employees and communities. Topics include employment law, managing diversity, managing the size and composition of the workforce, job analysis, recruitment, selection, training and development, compensation, performance evaluation, union-management relations, career management, and employer and employee rights. Prerequisite: MGMT 101.

332.  Networks In and Around Organizations (AI or AII; 3, 0)
Covers the ability to find, understand, and analyze networks in and around organizations. Includes the social science foundation of network theory and analysis. We will learn about unique insights from network research. Prerequisites: MGMT 102 or the equivalent or permission of the instructor.

335.  Seminar in Organization Studies (I or II; R; 3, 0)
Special topics in organizational behavior, organization theory and design, organization development, human resources management, and related topics. Seminar discussions of current theory and research. Fulfills BSBA and MSBA distribution requirements in organization studies. Prerequisites: MGMT 101 or equivalent and permission of the instructor.

336.  Organizational Behavior (I or II; 3, 0)
Focus is on explaining, predicting, and influencing the behavior of individuals and groups in organizations. Topics include challenges of managing in current organizations, integrating multiple perspectives, perception, motivation, making teams work, internal and external team processes, leadership, power and politics, communication, conflict, organizational culture, managing organizational change, stress management, and individual career management. Prerequisite: MGMT 101 or permission of the instructor.

339.  Organization Theory (I or II; 3, 0)
Focuses on describing organizations and understanding how they interact with their environment. Topics covered include organizational structure and design, organizational culture, power and authority dynamics, economic approaches to organization, and managing organizational change and development. We use these concepts to explain why organizations emerge, survive, prosper, and evolve.

342.  Special Topics in Information Systems (I or II; R; 3, 1)
Provides focused study on particular topics in information systems. Potential topics include management of information systems, group support systems, electronic-commerce, analysis and design of information systems, and human computer interaction. Emphasis is placed on interactive group projects and managerial implications.

348.  Managerial Decision Support Systems (AI or AII; 3, 0)
An overview of the architecture of effective managerial decision support systems, using spreadsheet modeling and VBA programming (no prior programming exposure required). Prerequisites: MGMT 102 or equivalent and MGMT 303.

354.  Tax Accounting I (I and II; 3, 2)
Survey of federal income taxes with emphasis on individual tax law, practice, and planning. Prerequisite: junior or senior status or permission of the instructor. Crosslisted as ACFM 354.

357.  Auditing and Assurance (I or II; 3, 1)
Covers professional standards and responsibility, ethics, risk analysis, accounting systems and controls, evidence accumulation, and auditor reports. Also emphasizes professional writing skills. Prerequisite: ACFM 261. Crosslisted as MGMT 357. Prerequisite: ACFM 261. Crosslisted as ACFM 357.

359.  Advanced Seminar in Accounting (AII; 3, 1)
An integrative seminar addressing special topics and current issues faced by the accounting profession. Prerequisite: permission of the instructor.

365.  Advanced Managerial and Cost Accounting (I or II; 3, 1)
Examines managerial accounting and cost behavior, specifically, how product cost information is recorded, reported, analyzed and used by managers in decision making. Prerequisite: ACFM 261. Crosslisted as ACFM 365.

370.  Corporate Finance (I or II; 3, 0)
Concepts, principles, and recent innovations in corporate finance: risk and return, valuation, capital budgeting and structure, dividend policy, financial planning, risk management. Prerequisites: MGMT 102 and ACFM 261. Not open to students who have taken MGMT 203. Crosslisted as ACFM 370.

385.  Internship in Management and Technology (S; 1.5, 0) Half course.
Internship in complex management challenges, the integral role of technology in organizations, and interdisciplinary decision making. Open only to students admitted to the Institute for Leadership in Technology and Management. Prerequisites: MGMT 285 and permission of the instructor. Crosslisted as ENGR 385.

390.  Honors Course in Management (I or II; R)
Special and independent studies for BSBA students selected under guidelines of the school and the University Honors Council. Honors thesis required. Prerequisite: nomination by the school.

 

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