Course Descriptions

MGT 110 - Human Relations in Business and Industry

1. Discuss ways that team members are selected, taking worker values and team goals into consideration.
2. Name the leadership styles, and corresponding communication methods, utilized in a contemporary organization.
3. Give examples of how technology, electronic communications, and the internet influence team performance and organizational systems.

1. Describe types of work groups in the United States and discuss the various group dynamics that can be identified during this evolution.
2. Identify the variety of organizational work structures, discuss their relationship to the success or failure of organizations
3. Identify the source and nature of a worker’s values, analyze how they can be incorporated into the organization’s team effort, and examine these values in relation to worker selections for team performance.
4. Discuss the various communications skills and leadership styles required in a contemporary organization and analyze how they will be required within worker groups.
5. Explain the decision making process in contemporary versus traditional work structures and how they relate to productivity and work performance.
6. Explore brainstorming within work groups as to its success or failure in team performance, creativity, and decision making.
7. Analyze the basic foundations of controversy and its relationship to worker creativity or performance and examine the steps of structured controversy as it relates to worker group decision-making success or failure.
8. Define worker conflicts of interest, indicate how to avoid or resolve them within the organizational structure, and analyze various types of power in a team environment as to how they affect performance.
9. Discuss varied approaches to worker diversity and interdependence as related to methods of making diversity and cultural differences a strength among workers.
10. Delineate methods of team development and training as means of strengthening worker group productivity and concepts of worker leader growth as related to promoting team experiences and change.

1. Introduction
   1. Historical evolution of leading workgroups
      1. Before the Industrial Revolution
      2. During the Industrial Revolution
      3. After the Industrial Revolution
   2. Group dynamics
      1. What is a group (team)
2. The importance of work teams
3. Group dynamics
4. Group structure
5. Organizational Work Structures
   1. Types of organizational structures
      1. Traditional – vertical, horizontal
      2. Contemporary – matrix, circular
   2. Leader or Worker Skills
      1. Technical – job
      2. Human – people
      3. Conceptual – big picture
      4. Administrative – process
      5. Quantitative – control, monitor, keep score
6. Source and Nature of Worker Values
   1. Worker goals and social interdependence
      1. Outcome
      2. Reciprocal relationships
      3. Social interdependence and the real world
   2. Worker selection for team
      1. Self-motivation
      2. Trust
      3. Personal security
7. Team Communication Skills
   1. Effective interpersonal communication
      1. Physical barriers to communication
      2. Verbal competition in communication
      3. Patterns of communication
      4. Listening capabilities
   2. Leadership
      1. What is leadership?
      2. Styles
      3. Theories of leadership
      4. Organizational leadership
8. Decision Making
   1. Making effective decisions
      1. In a team structure
      2. In a non-team structure
      3. Individual versus group
      4. Methods in decision making
      5. Approaches to decision making
   2. Decision making in various types of organizations
      1. Union structures
      2. Non-union structures
      3. Small organizations
      4. Large organizations
      5. Profit organizations
      6. Non-profit organizations
      7. Government organizations
   3. Experts and group decision making
9. Creativity Within Worker Teams
   1. Types of creativity
      1. Original
      2. Collaborative
10. Brainstorming
    1. Develop and foster creativity
    2. Open versus closed belief system
    3. Controversy Within Worker Teams
    4. The steps of structure controversy
    5. The avoidance of controversy
    6. Outcomes of controversy
    7. Process of controversy
    8. Conditions determining the constructiveness of controversy
    9. Guidelines for constructiveness of controversy
11. Conflicts of Interest Within Worker Teams
    1. What are conflicts of interest?
       1. Conflict strategies: what are you like?
       2. Deciding how to negotiate
       3. Conflicts of interest: avoid or resolve
       4. Promoting negotiations
    2. Negotiation strategy
       1. Checklist for a win-lose strategy
       2. Inter-group conflict and super-ordinate goals
       3. Cross-ethnic conflict
       4. Third-party mediation
12. Dealing with Diversity and Cultural Differences
    1. Diversity and interdependence
    2. Group composition and performance on tasks
    3. Barriers to interacting with diverse peers
    4. Making diversity among members a strength

MGT 122 - Supervision

1. Explain the difference among supervisors, middle managers and top management.
2. Recognize at least three different models of organizational structures.
3. Define staffing and recruiting considerations important to supervisors.
4. Identify the way organizational politics influences supervision efforts.
5. Define key controls on which supervisors focus.

1. Describe the historical evolution of leading work groups in the United States, explain the relationship to similar developments in other industrial countries, and discuss the various group dynamics that can be identified during this evolution.      
2. Identify the variety of organizational work structures, discuss their relationship to the success or failure of organizations, and explain the value of experiential learning versus procedural learning taking place within these work structures.
3. Identify the source and nature of a worker’s values, analyze how they can be incorporated into the organization’s team effort, and examine these values in relation to worker selections for team performance.
4. Discuss the various communications skills and leadership styles required in a contemporary organization and analyze how they will be required within worker groups.
5. Explain the decision making process in contemporary versus traditional work structures and how they relate to productivity and work performance.
6. Identify the factors that develop and foster worker creativity as related to worker performance and productivity and explore brainstorming within work groups as to its success or failure in team performance.
7. Analyze the basic foundations of controversy and its relationship to worker creativity or performance and examine the steps of structured controversy as it relates to worker group decision-making success or failure.
8. Define worker conflicts of interest, indicate how to avoid or resolve them within the organizational structure, and analyze various types of power in a team environment as to how they affect performance.
9. Discuss varied approaches to worker diversity and interdependence as related to methods of making diversity a strength among workers.
10. Delineate methods of team development and training as means of strengthening worker group productivity and concepts of worker leader growth as related to promoting team experiences and change.

1. Supervision Fundamentals
   1. Organizations and their levels
   2. Changing expectations of supervisors
   3. Transition from employee to supervisor
   4. Supervisory competencies
2. Supervision Challenges
   1. Global competitiveness
   2. Technology enhancements
   3. Working in a diverse organization
   4. Changing how business operates
3. Planning and goal setting
   1. Productivity
   2. Planning and level in the organization
   3. Key planning guides
   4. Goal setting
4. Organizing
   1. Basic organizational concepts
      1. Span of control
      2. Chain of command
      3. Authority
   2. Organizational structures
      1. Functional structure
      2. Divisional structure
      3. Matrix structure
      4. Project structure
      5. Team-based structure
      6. Boundaryless organization
      7. Learning organization
   3. Organizing your employees
   4. Empowering others through delegation
5. Staffing and recruiting
   1. Employment planning
   2. Recruitment and selection
   3. Orientation, training, and development
   4. Performance appraisals
   5. Compensation and benefits
6. Controlling
   1. The control process
   2. Types of controls
   3. The focus of control
      1. Inventory
      2. Value chain management
      3. Quality
      4. Characteristics of effective controls
      5. Ways controls can create problems
7. Problem analysis and decision making
   1. The decision-making process
   2. Decision tools
   3. Decision-making styles
   4. Problems vs decisions
   5. Group decision making
   6. Ethics in decision making
8. Motivating and leading followers
   1. Theories of motivation
   2. Designing motivating jobs
   3. Motivation challenges for today’s supervisors
   4. Leader behavior and styles
   5. Leadership roles
   6. Leadership issues today
9. Communicating effectively
   1. The communication process
   2. Methods of communication
   3. Barriers to effective communication
   4. A key communication skill: Active Listening
10. Developing groups
    1. Understanding informal work groups
    2. The increasing use of teams
    3. Team challenges & issues for supervisors
11. Performance appraisals, workplace health, and safety
    1. Performance appraisal methods
    2. Leniency error and potential problems in performance appraisals
    3. The Occupational Safety and Health Act (OSHA)
    4. Job safety programs
    5. Maintaining a healthy work environment
12. Conflict, politics, discipline, and negotiation
    1. Managing and resolving conflict
    2. Understanding organizational politics
    3. The disciplinary process
    4. Bargaining and negotiation
13. Change management
    1. External and internal forces creating a need for change
    2. Traditional and contemporary views of change
    3. Stimulating innovation
14. Supervision and labor
    1. Labor relations
    2. Labor legislation
    3. Collective bargaining

MGT 200 - Small Business Management/Entrepreneurship

1. Identify a business opportunity and evaluate its viability.
2. Develop a solution in the form of a value proposition; that is, to demonstrate an understanding of customers and the problem they need to solve.
3. Construct a business model including customer segment, marketing channels, customer relationships, resources, and business activities including a technology-responsive infrastructure.
4. Explain the costs of starting a new business and its impact on the business model, its revenue streams, and pricing strategy in the global market.
5. Design a business plan for a startup and pitch presentation to test the idea.

1. Defining a Business Opportunity
   1. Identifying and isolating a specific problem
   2. Understanding the affected stakeholders (customer profile)
2. Evaluating the Viability of the Opportunity
   1. Crafting a value proposition
   2. Developing customer relationships
3. Crafting a Solid Business Model
   1. Elements of a Business Model
   2. How the elements work together
   3. Assumptions that can derail a business
4. Costs of Starting a Business
   1. Cost sides of the equation
   2. Pricing strategies and their impact on the Business Model
   3. Understanding profitability
5. Setting a Good Foundation
   1. Building an entrepreneurial team
   2. Thinking about funding sources
6. Strategies for Communicating Your Business Idea
   1. The Business Plan
   2. Pitching your business idea (“Pitch Deck”)

MGT 230 - Dynamics of Leadership

3 Credits, 3 Contact Hours
3 lecture periods 0 lab periods

Overview of the theoretical and applied foundations of leadership. The theoretical component includes the historical and contemporary theories and models of leadership, effective followership, multiculturalism, and ethics. The applied component includes the importance and use of vision and mission, inclusive leadership practices, responding to change, developing a personal philosophy of leadership, and creating a personal profile of strengths and assets. Communication and facilitation skills will be practiced with the completion of a leadership project.

Information: Same as STU 230  
  

1. Discuss changes in leadership theories and models over time.
2. Summarize a personal definition, philosophy, and profile of skills, characteristics, and support structures and processes for dynamic leadership.
3. Express the significance of vision and mission in facilitating strategic planning as a leader.
4. Identify aspects of effective teamwork and followership, including the integration of multiculturalism in leadership, group dynamics, and conflict resolution.
5. Devise ways to lead strategically in complex systems, responding to numerous changes with associated strategies that foster ethical practices and inclusivity. 
6. Practice communication, presentation, and facilitation skills.
7. Design and apply leadership skills through completing a comprehensive project.

            A.   Historical theories and models

            B.   Great leadership thinkers and their influence on the philosophy and practice of leadership

            C.   Current/emerging theories and models

II.       Personal Definition, Philosophy, and Profile

            A.   Creation of personal profile with strengths, assets, philosophy, and style

            B.   Importance of life balance, wellness, and support networks in renewal processes

III.     Strategic Planning, Vision, and Mission

            A.   Decision making, delegating, accountability, and evaluation of effort and impact

            B.   Goal setting and motivation

            C.   Importance and use of mission and vision statements and personal and organizational values

IV.     Team Building, Followership, and Multiculturalism

            A.   Stages and elements of group development and dynamics

            B.   Cultivating effective followership and overcoming barriers to teamwork

            C.   Nature and resolution of conflict      

D.   Diversity, multicultural leadership models, and impact on leadership and followership   

       behaviors              

V.      Complex Systems, Change, and Ethics

1. Nature of complex systems and productive leadership behaviors

            B.   Responding to change, chaos, and resistance through creativity and renewal

             C.   Ethical decision-making models and individual responsibility

            D.   Inclusive leadership practices

VI.     Communication, Presentation, and Facilitation Skills

            A.   Oral and written communication

            B.   Facilitating positive presentations, group discussions, and meetings, utilizing technology as              

                   applicable              

VII.    Designing and Completing a Leadership Project

            A.   Impact of community service, volunteerism, and service learning

            B.   Practicing leadership skills

            C.   Evaluate impact, effort, and effectiveness through appropriate measures

MGT 270 - Computer Applications for Managers

1. Appraise the current state of computing technology, identifying ways it might change in the future.
2. Identify several ways information technology is changing today’s organizations.
3. Distinguish the social and political issues associated with an increasingly “connected” global economy.
4. Analyze information systems trends, including how they relate to different aspects of management.
5. Organize the structure, application, and deliverables of a project using project management techniques.

1. State of Computing Technology
   1. Visions of the present state of computing technology
   2. Predictions of the future state of computer networking
2. Electronic Commerce and the Economy
   1. Impact of computer technologies on global commerce
   2. Examining the promise of productivity gains through information technology
   3. Money in electronic commerce
   4. Digital politics (i.e., online retail tax issues)
   5. Electronic warfare, viruses, and security
3. International Issues
   1. Software piracy
   2. Restrictions placed by foreign governments
   3. Uneven infrastructure in some foreign countries
4. Work and the Virtual Workplace
   1. Virtual workplace
      1. Changes in communication
      2. Telecommuting and home-based workers
      3. Information overload
      4. Online communities
      5. Artificial intelligence – will machines think?
   2. Data Security and Technological Risks
      1. Computer crime
      2. Security measures
      3. Intellectual property
      4. Legal trends
      5. Potential and liability for flawed electronic information
5. Project Management
   1. Setting project objectives
   2. Organizing the project team
   3. Managing projects
   4. Managing resources
   5. Prioritizing and managing tasks
   6. Using project management software
6. Presentations
   1. Creating and delivering an effective business presentation
   2. Reporting project status
   3. Delivering information to top-level management
   4. Presenting information to project team members

MGT 276 - Human Resources

1. Distinguish the role of personnel management and the environment in which it survives.
2. Write a personnel policy to include all benefits showing a cost benefit analysis.
3. Create an employee selection, interview, and development system to include an upward mobility plan for all employees.
4. Develop a basic program for dealing with the difficult employees and preventing and keeping grievances at the lowest level of management.
5. Create an equal opportunity program to include women, minorities, and the handicapped.
6. Appraise the future outlook for personnel management.

1. Roles and Concepts of Personnel Management
   1. Evolving roles of the personnel administrator
   2. Personnel policy
   3. Human factor in personnel management
   4. Staff role of the personnel administrator
2. Acquiring Human Resources
   1. Resource planning
   2. Recruiting
   3. Selection
   4. Testing - legal aspects of testing
   5. Placement

1. Administering the Personnel Program
   1. Personnel records
   2. Personnel research
   3. Interviewing and counseling skills
   4. Disciplinary problems
   5. Labor-management relations-dealing with a union
   6. Collective bargaining
   7. Administering the labor agreement
2. Developing Employee Potential
   1. Training the operative employee
   2. Managerial training and development
   3. Special development programs-minorities, women
   4. Performance appraisal
   5. Career planning
3. Maintaining the Work Force
   1. Compensation management
   2. Job evaluation
   3. Managerial compensation
   4. Benefit programs-costs
   5. Employee health and safety
4. Future Outlook for Personnel Management
   1. Using professional computer technologies
      1. Linked-In
      2. SHRM
   2. Using social media technologies
      1. Facebook
      2. Twitter

MGT 280 - Business Organization and Management

1. Associate management approaches with ethical and socially responsible behavior.
2. Distinguish the strategic approaches used in management planning and decision-making processes.
3. Differentiate the organization structures that support a business’ cultural environment.
4. Combine leadership styles with motivating teams and resolving conflict.
5. Analyze the mechanisms that businesses use to control financial performance and internal processes.

1. Managers and the Managerial Environment
   1. Managers and Management
   2. The Managerial Environment
   3. Managing in a Global Environment
2. Planning and Decision Support Systems
   1. Ethics and Social Responsibility
   2. Planning and Goal Setting
   3. Managerial Decision-making
3. Organizing
   1. Designing Adaptive Organizations
   2. Managing Change and Creativity
   3. Managing Human Resources and Diversity
4. Leading an Organization
   1. Individual Behavior
   2. Leadership
   3. Motivating Employees
   4. Conflict Resolution
5. Control
   1. Managing Communication
   2. Creating and Sustaining High Performance Teams
   3. Managing Quality and Performance