MANAGEMENT

Subject abbreviation: MGT  

David Mayers, Ph.D., Interim Dean, The A. Gary Anderson Graduate School of Management

Bajis Dodin, Ph.D., Associate Dean, The A. Gary Anderson Graduate School of Management

Charlotte M. Weber, Ph.D., Assistant Dean, The A. Gary Anderson Graduate School of Management

School Office, 162 Anderson Hall

Professors:

K. Hung Chan, Ph.D.

Bajis M. Dodin, Ph.D.

Mason Gaffney, Ph.D.
(Management and Economics)

E. Mark Hanson, Ph.D.
(Management and Education)

Herbert E. Johnson, Ph.D.

Sarkis J. Khoury, Ph.D.

Woody Liao, Ph.D.

David Mayers, Ph.D.

Siegfried Schaible, Ph.D.

Professors Emeriti:

Robert D. Auerbach, Ph.D.

Stahrl W. Edmunds, M.A.

Kenneth W. Gardiner, Ph.D.
(Management and Environmental Sciences)

Walter A. Henry, Ph.D.

Kiichiro C. Kogiku, Ph.D.
(Management and Economics)

Associate Professors:

Y. Peter Chung, Ph.D.

Waymond Rodgers, Ph.D.

G. Lawrence Zahn, Ph.D.

Assistant Professors:

Moshen El Hafsi, Ph.D.

Sunil Erevelles, Ph.D.

Carolyn A. Galantine, Ph.D.

John Gerdes, Ph.D.

Jerayr Haleblian, Ph.D.

Kathleen Montgomery, Ph.D.

Erik Rolland, Ph.D.

Susan C. Sassalos, Ph.D.

Michael Schill, Ph.D.

Andrew Spicer, Ph.D.

Shuba Srinivasan, Ph.D.

Chunsheng Zhou, Ph.D.

**

Adjunct Assistant Professor:

Alan H. Lewis, M.B.A.

Lecturers:

John Chaney, Ph.D.

Janis Pasquali, Ph.D.

Bruce Samuelson, D.B.A.

Charlotte M. Weber, Ph.D.

Cooperating Faculty:

Henry J. Vaux, Jr., Ph.D.
(Soil and Environmental Sciences)

THE SCHOOL  

The A. Gary Anderson Graduate School of Management (AGSM) emphasizes personal interaction among faculty and graduate students in its classes and advising. The School resides in a 30,000-square-foot home featuring state-of-the-art research and teaching facilities.

The MBA curriculum prepares students to excel in a competitive environment marked by unprecedented challenges and technological advances. Communication and computer skills are incorporated into a global approach to both the art and science of management. Most elective courses are seminar size and encourage participative learning. Computers and software are utilized extensively both for teaching purposes and as tools for effective management decision making. An active internship program assists students in obtaining experience in their professional fields. In addition to regularly scheduled course work during the day, sufficient sections of courses are offered in the evening to permit career professionals to pursue the MBA on a part-time basis. The mixture of career professionals and recent baccalaureate graduates provides a stimulating classroom environment.

The AGSM Microcomputer Facility includes a modern laboratory networked throughout the School to campus VAX minis, and offers major software packages in the areas of statistics, data bases, spreadsheets, financial planning, management science, econometrics, graphics, and word processing.

Within the School, the facility is utilized for teaching, class demonstrations, theses, research projects, and statistical consulting. Students learn micro and mini computing skills in an introductory workshop available each quarter, in GSM courses with special computing requirements, and in optional seminars.

The UCR Library, with more than 1.8 million bound volumes, 13,000 serials, and 1.5 million microforms, including extensive literature in the management field, provides substantial support for student and faculty research.

An MBA Student Association represents student interests at faculty meetings and arranges student activities. Student evaluations of courses are an important part of the evaluation of both curriculum and faculty performance. An active placement program is maintained to help students enter their profession upon graduation.

GRADUATE PROGRAM  

The A. Gary Anderson Graduate School of Management offers a professional graduate program leading to the degree Master of Business Administration (MBA). The course of study provides a balanced approach to the art and science of management, with an emphasis on managing through information, and recognizes the global context of management in today's business world. The program is open to eligible students from all undergraduate majors. Basic accounting and quantitative methods (business calculus, linear algebra) are prerequisites to the program. Qualified students who have not taken these prerequisite courses may be admitted, but must meet these requirements during their first two quarters in residence.

The MBA program can be completed in two years on a full-time basis or in three to four years on a part-time basis. In the 92-unit program (23 courses), all students take 48 units in a common body of knowledge which consists of courses in statistics, managerial economics, managerial accounting, organizational behavior, human resources management, management science, operations management, computer systems, finance, marketing, business and society, and management synthesis. Thereafter, students complete a required internship, 28-36 units selected from electives, a capstone business strategy course, and a thesis or case project. All students also must complete a nondegree credit workshop in management communication.

Electives are selected with the assistance of a faculty advisor to meet individual educational and career goals. Electives are offered in areas such as accounting, entrepreneurial management, finance, human resources management, management science, management information systems, marketing, and production and operations management. The program is flexible to meet individual student interests, and students are also encouraged to take courses in related disciplines on the campus such as economics, statistics, computer science, and sociology.

The normative time to the MBA degree is eight quarters.

MASTER OF BUSINESS ADMINISTRATION DEGREE

Candidates for the Master of Business Administration (MBA) are required to complete all the general requirements specified in the Graduate Studies section of this catalog.

The program conforms to Plan I or Plan II.

Plan I: Thesis Plan. For thesis work, a maximum of 8 units of credit will be granted. The thesis is a two or more quarter research endeavor to be initiated during a student's final year in the program. It is expected that most students develop theses related to advanced work in their electives. The format and other details of the thesis should meet the requirements of the Graduate Division of UCR.

Plan II: Comprehensive Examination Plan. Students who elect Plan II must prepare a case analysis. This case serves in lieu of a comprehensive final examination. A faculty committee grades all cases as "acceptable" or "not acceptable." Students who submit a "not acceptable" case are given one additional quarter to revise the case analysis to an "acceptable" level.

Admission to the graduate program is based on several criteria including the quality of previous academic work, scores on the Graduate Management Admission Test (GMAT), letters of recommendation, and managerial experience.

GRADUATE COURSES  

MGT 200.
Managing Behavior in Organizations. (4)

Lecture, three hours; individual study, three hours. Prerequisite(s): MGT 404 or consent of instructor. Examines human behavior in organizations and its implications for management decisions and actions. Explores the theory and practice of working with and managing people. Topics include motivation, learning, group dynamics, leadership, communication, organizational structure and culture.

MGT 201.
Statistics for Management. (4)

Lecture, three hours; discussion, one hour. Prerequisite(s): MGT 403 or equivalent; familiarity with Microsoft's Excel spreadsheet software. Teaches how to generate decision-making information from data and solve management problems using common computer tools. Covers problem identification and formulation, model selection and use, and interpretation of the results of statistical analysis. Topics include estimation, hypothesis testing, analysis of variance, simple and multiple regression, time series and forecasting. May not be taken for degree credit by students in Statistics undergraduate or graduate programs. Cross-listed with STAT 232.

MGT 202.
Financial Management. (4)

Lecture, three hours; outside projects and reading, three hours. Prerequisite(s): MGT 401, MGT 201/STAT 232; or equivalent. Examines primary corporate finance theories and how to use them to solve problems. Topics include time value of money, net present value analysis, security valuation, portfolio theory and asset pricing models, capital budgeting decision, dividend policy, capital structure decision, mergers and acquisitions, and multinational financial management.

MGT 203.
Managerial Economics. (4)

Lecture, three hours; individual study, three hours. Prerequisite(s): MGT 403 or equivalent. Studies the micro-, macro-, and global economic environments of managerial decisions. Topics include demand and supply, production and cost functions, competition, labor supply, national income accounting, aggregate output, interest rates, fiscal and monetary policy, inflation, economic growth and business cycles, exchange rates, and international relationships in trade and finance.

MGT 204.
Cost and Management Accounting. (4)

Lecture, three hours; outside projects, three hours. Prerequisite(s): MGT 401 or equivalent. Accounting information for managerial planning and control. Managerial applications for product costing, budgeting, performance evaluation. Accounting techniques for modern manufacturing systems; activity-based accounting and cost management; international cost accounting systems; and the behavioral implications of accounting information.

MGT 205.
Computer Systems For Management. (4)

Lecture, three hours; laboratory, one hour; outside projects and reading, two hours. Prerequisite(s): graduate standing; familiarity with basic computer operations and software packages. Examines the operation and management of information systems as applied to the business environment. Topics include hardware, software, data bases, decision support, and systems analysis. Software packages are used to integrate information systems concepts and business applications.

MGT 206.
Introduction to Management Science. (4)

Lecture, three hours; outside projects and readings, three hours. Prerequisite(s): MGT 403 or equivalent. An introduction to the application of the scientific method and the solution of management decision problems. Stresses the art of modeling (problem formulation) and the use of quantitative methods and computer software to solve quantified problems. Topics include linear programming, networks, and decision analysis.

MGT 207.
Production and Operations Management. (4)

Lecture, three hours; outside projects and readings, three hours. Prerequisite(s): MGT 206 and MGT 201/STAT 232. Analyzes the design, operation, and control of production systems using modern analytical techniques. Compares production technologies from the U.S., Japan, and other countries. Topics include product design and process selection, capacity and location planning, facility layout, scheduling, project management, inventory and quality control. Computers and case studies are emphasized.

MGT 208.
Business, Government, and Society. (4)

Lecture, three hours; individual study, three hours. Prerequisite(s): graduate standing. Provides a managerial perspective on the relationship between business and its external stakeholders. Primary focus is on the impact of public policy on business and the management of public issues in a global environment. Case studies and teamwork are emphasized.

MGT 209.
Marketing Management. (4)

Lecture, three hours; individual study, three hours. Prerequisite(s): MGT 403 or equivalent. Analyzes the marketing process, the environment within which it operates, institutions involved, and the functions performed. Examines the relationships and trends in a market-based economic system. Develops concepts and terms applied to marketing decisions from the perspective of a manager.

MGT 210.
Human Resources Management. (4)

Lecture, three hours; outside projects and reading, three hours. Prerequisite(s): MGT 200. Introduces methods for managing the firm's human resources within the context of regulatory and economic conditions and changing workforce demographics. Topics include recruitment and selection, compensation and reward systems, employee development and appraisal, and information systems for meeting HRM objectives.

MGT 212.
Management Synthesis. (4)

Lecture, three hours; outside projects and reading, three hours. Prerequisite(s): MGT 200, MGT 202, MGT 203, MGT 204, MGT 205, MGT 206, MGT 207, MGT 208, MGT 209, and MGT 210. (MGT 203, MGT 207, MGT 208, and MGT 210 may be taken concurrently). A team-taught, integrative case course that focuses on managing the complex tasks of the total organization, recognizing the interdependence of the functional areas of management. Student teams analyze cases involving several functional areas and recommend actions for improvement.

MGT 214.
Microeconomic Analysis for Management. (4)

Lecture, three hours; individual study, three hours. The microeconomic environment of professional managers and the implications for managerial decision-making. Demand and supply, consumer behavior, production and cost functions, theory of the firm. Market failure and appropriate governmental policy. Effects of competition, taxation and regulation.

MGT 215.
International Comparative Management. (4)

Lecture, three hours; outside projects and readings, three hours. Prerequisite(s): graduate standing. Comparative analysis of significant management practices. The impacts of cultural, political, social, and economic factors on decision making within the international arena are examined.

MGT 216.
Managing a Diverse Work Force. (4)

Lecture, three hours; individual study, three hours. Prerequisite(s): MGT 200 or consent of instructor. Covers management issues arising from a work force that is increasingly diverse in terms of gender, race, age, ethnicity, culture, and health status. Topics include participation patterns and career development, stereotyping, communication styles, work-family conflicts, reasonable accommodation and other legislative requirements.

MGT 217.
Management-Labor Relations. (4)

Lecture, three hours. Prerequisite(s): MGT 210 or equivalent and consent of instructor. The social forces leading to collective employee action in public and private institutions are examined in light of labor legislation, labor law, labor economics, collective bargaining, and the aspirations of social groups.

MGT 218.
Ethics in Management. (4)

Lecture, three hours. Examines ethical dilemmas faced by managers and organizations and extends decision analysis to include the ethical dimension present in most policy decisions. Seeks to increase the students' ability to identify and respond to ethical issues in organizations, including such areas as affirmative action, bribery, deception, working conditions, product safety, environmental impact, and international relations.

MGT 219.
Legal Framework of Decisions. (4)

Lecture, three hours. Examines the legal environment within which legislative bodies, courts and administrative agencies act upon the operation of business and government. Contracts, judicial and legislative process and administrative rule making reviewed. Special attention devoted to effects of California Environmental Quality Act and National Labor Relations Act upon public and private decisions.

MGT 222.
Organization Development and Change. (4)

Lecture, three hours; Prerequisite(s): MGT 200 or consent of instructor. Stresses the initiation and management of organizational change through the use of applied behavioral science knowledge. Emphasizes the diagnosis of organizational problems followed by the development of an improved plan and the strategies and tactics for implementing that plan.

MGT 223.
Power, Control, and Rewards in the Firm. (4)

Lecture, three hours; extra readings and paper, three hours. Prerequisite(s): MGT 210 or consent of instructor. Explores the relationships between shareholders, management, and the board of directors and their effects on the direction of the corporation. Examines how executive compensation affects performance. Topics include the separation of ownership from control; board monitoring; the components of executive compensation; and the division of rewards in partnerships and new ventures.

MGT 224.
Quality Control and Assurance. (4)

Lecture, three hours; outside research, three hours. Prerequisite(s): MGT 201/STAT 232 or consent of instructor. Discusses the strategic importance of quality improvement in producing goods and services, the methodologies used in quality control and assurance, and the management aspects of these activities. Both lectures and cases are used to examine quality control and assurance issues.

MGT 225.
Health Care Management. (4)

Lecture, three hours; outside research, three hours. Prerequisite(s): MGT 200 or consent of instructor. Provides an overview of health care management issues. Topics include the structure of the U.S. health care system, with emphasis on public and private mechanisms for financing health care, and alternative ways of organizing the provision of medical care. Also focuses on aspects of organizational behavior and human resource management relevant for organizations where ambiguity of authority may exist, that is, where professionals work in an organizational setting.

MGT 227.
Financial Institutions and Markets. (4)

Lecture, three hours; outside projects and readings, three hours. Prerequisite(s): MGT 201/STAT 232. Characteristics of financial assets, financial markets, and financial institutions are discussed. The simple relationships between these financial entities and basic macroeconomic variables such as wealth, income, and interest rates are covered. The demand and supply of money, loanable funds, the determinations of real rates of interest, and the term structure of interest rates are studied.

MGT 228.
Consumer Behavior. (4)

Lecture, three hours; consultation or discussion, one hour. Prerequisite(s): MGT 209 or consent of instructor. Examines the general models of consumer behavior with emphasis on buyer motivation, learning, group influences and decision-making. The concepts of brand loyalty, diffusion of innovations and market segmentation are also developed.

MGT 229.
Management Control Systems. (4)

Lecture, three hours; outside projects and readings, three hours. Prerequisite(s): MGT 204 or equivalent. Discusses the role of accounting information in the design and implementation of management control systems. Responsibility accounting and performance evaluation will be emphasized. Complex issues related to management control systems will be discussed through cases.

MGT 230.
Data-Bases for Management. (4)

Lecture, three hours; outside projects and readings, three hours. Prerequisite(s): MGT 205. Examines the features and capabilities of data-base management systems, including data-base classification, data structures, file organizations, evaluation, and management of data-base systems.

MGT 231.
Corporate Finance and Investment. (4)

Lecture, three hours; outside projects and reading, three hours. Prerequisite(s): MGT 202. Deals with working capital management, advanced capital budgeting, long-term financing including leasing, dividend policy, refunding mergers and acquisitions, the impact of inflation on financial decisions, and an introduction to options and futures.

MGT 233.
Marketing Research. (4)

Lecture, three hours, outside projects and reading, three hours. Prerequisite(s): MGT 209 or consent of instructor. Examines the technology of measuring and predicting the forces affecting tactical and strategic marketing decisions. Provides coverage of the types and sources of marketing information, the marketing research process, and the techniques of data collection and analysis in consumer surveys, and test marketing.

MGT 234.
Case Studies In Marketing Management. (4)

Lecture, three hours; outside projects and research, three hours. Prerequisite(s): MGT 209 or consent of instructor. A decision-oriented course with special emphasis on strategic planning and control involving pricing, product positioning, promotion, and distribution. Case studies are used to illustrate applications.

MGT 235.
Business Policy and Strategy. (4)

Lecture, three hours; outside projects and reading, three hours. Prerequisite(s): MGT 212. Studies the formulation, implementation, and evaluation of business unit and corporate strategies and the organizational policies and managerial practices that support them. Theory is applied to actual general management problems using cases, group exercises, and other simulations of strategic challenges.

MGT 236A.
Deterministic Optimization Models. (4)

Lecture, three hours; outside projects and readings, three hours. Prerequisite(s): MGT 206. Topics include integer and dynamic programming, multi-objective programming and non-linear (unconstrained and constrained) optimization. It emphasizes problem formulation and applications to functional areas. Solution techniques and supporting computer programs are discussed.

MGT 236B.
Stochastic Models for Management. (4)

Lecture, three hours; outside projects and readings, three hours. Prerequisite(s): MGT 206. Deals with Modeling, performance evaluation and optimization of stochastic systems. It includes Markov chains, birth and death processes, Markovian decision processes, and their applications to queuing and inventory systems.

MGT 237.
Multinational Financial Management. (4)

Lecture, three hours; outside projects and readings, three hours. Prerequisite(s): MGT 202. The fundamentals of financial management on an international scale are examined. Topics covered include the international financial systems (past, current, and proposed), balance of payments, foreign exchange markets (spot, forward, futures, options), the euromarkets, measurement of foreign exchange risk, hedging foreign exchange risk, the international capital asset pricing model, and trade financing.

MGT 238.
Management Information Systems. (4)

Lecture, three hours; outside projects and readings, three hours. Prerequisite(s): MGT 205. MIS topics will be covered with a management emphasis, including information management, telecommunications, distributed systems, cost/benefit analysis, organizational issues, and computers used in business and government. Computerized projects are required.

MGT 239.
Modeling and Simulation. (4)

Lecture, three hours; outside projects and readings, three hours. Prerequisite(s): MGT 205 and MGT 201/STAT 232. Theory and practice of modeling administrative problems including basic principles, Monte Carlo techniques, verification, validation, and applications to economics, financial markets, and business organization.

MGT 240.
Taxation. (4)

Lecture, three hours; outside projects and readings, three hours. Prerequisite(s): BSAD 165A or equivalent or consent of instructor. Covers federal income tax laws as they apply to individuals, partnerships, and corporations. Tax planning, tax policy, and other special tax issues will also be discussed.

MGT 241.
Accounting Systems and Control. (4)

Lecture, three hours; outside projects and readings, three hours. Prerequisite(s): MGT 204 or equivalent. Study of the design and implementation of accounting systems including those for sales, receivables, purchases, payables, cash receipts and disbursements, payroll, production control, etc. Topics on auditing, internal accounting control, and related issues will be emphasized.

MGT 242.
Accounting Policy Making. (4)

Lecture, three hours; outside research, three hours. Prerequisite(s): MGT 204 or consent of instructor. This course examines the accounting policy-making process from a management perspective. Topics include accounting policy formulations, the institutional framework of accounting, the development of accounting standards, and accounting policy alternatives for various accounting issues such as revenue recognition, valuation of assets and liabilities, intangibles, and foreign exchange accounting. Cases are heavily used for illustrating the accounting problems.

MGT 243.
Product Development. (4)

Lecture, three hours; outside projects and reading, three hours. Prerequisite(s): MGT 209, MGT 233 or consent of instructor. This course develops a framework for the development of product concepts through new product introduction. Emphasis is given to tactical and strategic decisions in product positioning and product strategy.

MGT 244.
Advanced Financial Management. (4)

Lecture, three hours; outside projects and readings, three hours. Prerequisite(s): MGT 202, MGT 206, MGT 231. Covers the latest developments in finance theory. Topics to be included are, for example: financial and commodities futures, arbitrage pricing theory, option pricing models, and advanced financial analysis techniques.

MGT 245.
Financial Statement Analysis. (4)

Lecture, three hours; outside research, three hours. Prerequisite(s): MGT 204. Explains the role of financial statement analysis in an efficient capital market and is designed for future professionals who will be intensive users of financial accounting reports (e.g., security analysts, credit analysts). Data from financial statements of major corporations is analyzed to develop skills necessary to interpret financial accounting information.

MGT 246.
Entrepreneurial Management. (4)

Lecture, three hours; outside projects, three hours. Prerequisite(s): MGT 202, MGT 209; or consent of instructor. Study of the entrepreneurial process, its challenges, and the driving forces behind it--the managerial skills, mental attitudes, and basic knowledge necessary for creating and growing a new venture. Topics include opportunity assessment; building the management team; marshalling capital and other critical resources; and harvest strategies.

MGT 247.
Advertising Management. (4)

Lecture, three hours. Prerequisite(s): MGT 228 or consent of instructor. Examines the role and use of advertising within the marketing function. The models and research methods appropriate to the field will be explored with special attention given to objective setting, copy decisions, media decisions and budgeting. Social/economic issues are also examined.

MGT 248.
Global Marketing. (4)

Lecture, three hours; outside research, two hours; extra reading, one hour. Prerequisite(s): MGT 209 or consent of instructor. Analyzes global markets and opportunities. Provides an understanding of global environments and the marketing management required to meet the demands of global markets in a dynamic setting.

MGT 249.
Pricing Strategy. (4)

Lecture, three hours; consultation or discussion, one hour. Prerequisite(s): MGT 209 or consent of instructor. The concepts of competitive pricing, price leadership, price discrimination, price warfare, and the strategic implication of skimming versus penetration strategies with respect to the experience curve will be developed.

MGT 252A.
Introductory Investment Theory. (4)

Prerequisite(s): MGT 202. Discusses portfolio management including Markowitz and Index models. The nature of pricing in the capital markets will be addressed with emphasis on the Capital Asset Pricing Model and the Arbitrage Pricing Theory. Empirical issues in testing these models will also be covered. Techniques for measuring risk adjusted portfolio performance derived from the models will be evaluated.

MGT 252B.
Intermediate Investment Theory. (4)

Prerequisite(s): MGT 252A. Covers bond portfolio management, the pricing of bond and stock options, the pricing of forward and futures contracts, and investment strategies with options and futures. Investment strategies for financial institutions, particularly pension funds, will also be addressed. The impact of the personal income tax on investment strategy and asset pricing will also be covered.

MGT 257.
Marketing Strategy. (4)

Seminar, three hours; consultation or discussion, one hour. Prerequisite(s): MGT 209 or consent of instructor. A framework is developed for strategic marketing planning. Emphasis is placed on the concepts of market audits and futures research, product-market identification, product portfolio balancing, target market strategy, and integrated marketing program planning.

MGT 259.
Production Planning and Scheduling. (4)

Seminar, three hours; outside projects and readings, three hours. Prerequisite(s): MGT 207. Analysis of production systems, discussion of commonly used planning and scheduling techniques and heuristics, interface with material planning, quality control and information systems. Emphasizes the issues of integration, flexibility and automation of the production system.

MGT 260.
Contemporary Issues in Management. (4)

Seminar, three hours; individual study, three hours. Prerequisite(s): graduate standing or consent of instructor. A seminar focusing on selected topics in contemporary management practices. Topics will include key concepts in leadership, motivation, management of change, societal issues, community relations, and organizational development. The course will rely heavily on the perspectives of invited business professionals.

MGT 261.
Challenges of the Management Role. (4)

Seminar, three hours; outside research, two hours, extra reading, one hour. Prerequisite(s): graduate standing. Study and practice of skills of effective managers. Topics include organizational, psychological, and behavioral challenges of the management role. Aims to familiarize students with the processes and dynamics of managing themselves and others in organizations.

MGT 264.
Information Systems Resources Management. (4)

Seminar, three hours; outside research, two hours; extra reading, one hour. Prerequisite(s): MGT 205, or consent of instructor. Provides an understanding of control and coordination problems associated with information systems in large organizations. Topics include cost allocation, capacity planning, congestion problems, and distributed information systems. Both lectures and case studies are used to illustrate the issues.

MGT 265.
Management Support Systems. (4)

Seminar, three hours; outside projects and readings, three hours. Prerequisite(s): MGT 205 and MGT 206, or consent of instructor. Covers advanced topics in management support systems, including problem theory, decision support, and expert systems. Presents key issues in decision type information systems. Provides a problem-solving approach to information systems as applied to other functional areas of management.

MGT 266.
Project Management. (4)

Seminar, three hours; extra readings and project, three hours. Prerequisite(s): MGT 206 or equivalent. Deals with issues of project planning and control. Topics include differences between projects and production systems, project selection, breakdown structures of organization and work, scheduling and budgeting, resource management, project control and evaluation, and current project management software.

MGT 268.
Funding the Entrepreneurial Venture. (4)

Seminar, three hours; case studies, two hours; extra reading, one hour. Prerequisite(s): MGT 246 or consent of instructor. Provides a working knowledge of the many financing vehicles and techniques employed in financing new and emerging ventures. Topics include identifying opportunities; deal structure; sources of debt and equity financing; valuation techniques; later-stage financing strategies; and the harvest.

MGT 269.
The New Venture and the Business Plan. (4)

Seminar, three hours; outside research, two hours; case study preparation, one hour. Prerequisite(s): MGT 246 or consent of instructor. Focuses on the entrepreneurial process from conception to birth of a new venture. Explores the process of developing an opportunity assessment, structuring and rewarding the founding management team, and marshalling necessary critical resources through the development of a full-scale business plan.

MGT 270.
Doctoral Seminar in Corporate Finance. (4)

Seminar, three hours; outside research, three hours. Prerequisite(s): MGT 244 or consent of instructor. Provides an introduction to the theory of finance as applied to corporate issues. Topics include the Modigliani and Miller theorems concerning optimal capital structure and dividend policy and the Miller theory of capital structure equilibrium.

MGT 271.
Doctoral Seminar in Portfolio Theory and Investments. (4)

Seminar, three hours; research, three hours. Prerequisite(s): consent of department. Current research in portfolio theory (including the use of options and futures markets), capital budgeting; and applied econometric methods of testing the theories studied.

MGT 273.
International Accounting. (4)

Seminar, three hours; extra readings and term paper, three hours. Prerequisite(s): MGT 204 or equivalent. Examines the context and issues of comparative international accounting and financial reporting practices. Provides a working understanding of foreign accounting practices for international business, investments, and capital market interests.

MGT 274.
Advanced Topics in Finance. (4)

Seminar, three hours; research, three hours. Prerequisite(s): MGT 202, MGT 231. Covers latest developments in the theory of finance. Topics covered will include: the arbitrage pricing theory, consumption-based asset pricing models, signaling, and agency theory.

MGT 275.
International Banking. (4)

Seminar, three hours; research, three hours. Prerequisite(s): MGT 202, MGT 227. Discusses the motives behind the multi-nationalization of commercial banking activities, the international banking markets, international banking services--swaps, underwriting, foreign exchange, portfolio management, immunization techniques, etc., and the set of risks unique to international operations.

MGT 285 (E-Z).
Special Topics in Management. (4)

Seminar, three hours; outside research, two hours; extra reading, one hour. Prerequisite(s): graduate standing and consent of instructor. Covers topics not contained in a regular course. Topics are announced at the time of offering.

MGT 290.
Directed Studies. (1-6)

Prerequisite(s): consent of instructor. Directed studies and research in selected problems or theories of management for advanced graduate students to pursue special areas of interest. Course will be graded Satisfactory (S) or No Credit (NC). Course is repeatable.

MGT 295.
Applied Management Problem Solving. (4)

Discussion, one hour; outside research, six hours; individual study, three hours. Prerequisite(s): MGT 235 (may be taken concurrently). Supervised completion of a comprehensive case study or management project. Participation in management simulation exercise. Only one of MGT 295 or MGT 299 may be taken for credit. Graded Satisfactory (S) or No Credit (NC).

MGT 297.
Directed Research. (1-6)

Prerequisite(s): consent of instructor. Directed research in selected problems of management for graduate students with special research interests. Course will be graded Satisfactory (S) or No Credit (NC). Course is repeatable.

MGT 298-I.
Fieldwork in Management. (1-4)

Field, three hours per unit; consultation, one hour. Prerequisite(s): consent of instructor. Supervised field experience culminating in a final report or other academic component. May be repeated for up to 8 units of credit toward the degree.

MGT 299.
Research for Thesis or Dissertation. (1-12)

Prerequisite(s): consent of instructor. Courses to be graded Satisfactory (S) or No Credit (NC). Course is repeatable.

PROFESSIONAL COURSES

MGT 302.
Apprentice Teaching. (1-4)

Seminar, one to four hours. Prerequisite(s): limited to departmental teaching assistants; graduate standing. Supervised individual instruction in teaching including monitoring of teaching assistant's activities and regular consultation with assistant concerning teaching responsibilities. Graded Satisfactory (S) or No Credit (NC). May be repeated; not for degree credit.

MGT 401.
Principles of Accounting. (4)

Lecture, three hours; outside projects and readings, three hours. Prerequisite(s): none. Covers basic accounting concepts, the accounting cycle, financial statements, internal control, the role of computers in accounting, and selected issues in assets and equities accounting. May not be counted for degree credit.

MGT 403.
Review of Quantitative Methods for Management. (4)

Lecture, three hours; laboratory, one hour; individual study, two hours. Prerequisite(s): graduate standing. Reviews quantitative concepts and techniques related to the various functional areas of management. Topics include properties of functions, systems of equations and matrices (linear algebra), differentiation and integration (calculus), and basic probability concepts. Not for degree credit. Satisfactory (S) or No Credit (NC) grading is not available.

MGT 404.
Management Communication Workshop. (2)

Lecture, one hour; workshop, three hours. Prerequisite(s): graduate standing. Teaches students to communicate effectively as managers through examination and practice of communication concepts, techniques, and skills. Topics include business writing, interpersonal skills, oral presentations, meeting leadership, and working in multicultural teams. Not for degree credit. Satisfactory (S) or No Credit (NC) grading is not available.