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2001-2002 General Catalog
University of California, Riverside
Donald H. Dye, J.D., Dean, The A. Gary Anderson Graduate School of Management
Bajis Dodin, Ph.D., Associate Dean
Alan H. Lewis, M.B.A., Assistant Dean
Charlotte M. Weber, Ph.D., Assistant Dean
School Office, 162 Anderson Hall
(909) 787-4551; http://www.agsm.ucr.edu
Professors
Bajis M. Dodin, Ph.D.
E. Mark Hanson, Ph.D. (Management/Education)
Herbert E. Johnson, Ph.D.
Sarkis J. Khoury, Ph.D.
Woody Liao, Ph.D.
David Mayers, Ph.D. Philip L. Boyd Chair in Finance
Siegfried Schaible, Ph.D.
Professors Emeriti
Robert D. Auerbach, Ph.D.
K. Hung Chan, Ph.D.
Kenneth W. Gardiner, Ph.D. (Management/Environmental Sciences)
Walter A. Henry, Ph.D.
Kiichiro C. Kogiku, Ph.D. Economics
Associate Professors
Y. Peter Chung, Ph.D.
Kathleen Montgomery, Ph.D.
Waymond Rodgers, Ph.D.
Erik Rolland, 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.
Vassilis Polimenis, Ph.D.
Andrew Spicer, Ph.D.
Shuba Srinivasan, Ph.D.
Chunsheng Zhou, Ph.D.
••
Adjunct Assistant Professor
Alan H. Lewis, M.B.A.
Lecturers
Bruce Samuelson, D.B.A.
Charlotte M. Weber, Ph.D.
Cooperating Faculty
Henry J. Vaux, Jr., Ph.D. (Environmental Sciences)
Mart Molle, Ph.D. (Computer Science and Engineering)
Thomas H. Payne, Ph.D. (Computer Science and Engineering)
Chinya Ravishankar, Ph.D. (Computer Science and Engineering)
Scott R. Tilley, Ph.D. (Computer Science and Engineering)
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 used extensively for teaching and effective management decision making. An 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 part time. The mixture of career professionals and recent baccalaureate graduates provides a stimulating and well-rounded classroom environment.
The AGSM Microcomputer Facility offers software packages in statistics, databases, spreadsheets, financial planning, management science, econometrics, graphics, word processing and Internet connections. The facility is used for teaching, class demonstrations, theses, and research projects. Students learn computing skills in an introductory workshop available each quarter, in AGSM courses with special computing requirements, and in optional seminars.
The UCR Library, with more than 2 million bound volumes, 13,000 serials, and 1.6 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 curriculum and faculty performance. An active Career Management Center helps students enter their profession upon graduation.
The A. Gary Anderson Graduate School of Management offers a professional graduate program leading to the 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. Quantitative methods (business calculus, linear algebra) is a prerequisite to the program. Qualified students who have not taken this prerequisite course may be admitted, but must meet this requirement 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, financial accounting, organizational behavior, management science, computer systems, finance, marketing, business and society, and management synthesis. Students select two of the following courses to complete common body of knowledge requirements: human resources management, cost and management accounting, operations management. 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 such as economics, statistics, computer science, and sociology.
Normative Time to Degree 8 quarters.
Master of Business Administration
Candidates for the 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)
For thesis work, a maximum of 8 units of credit is 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 will develop theses related to advanced work in their electives. The format and other details of the thesis must meet the requirements of the Graduate Division of UCR.
Plan II (Comprehensive Examination)
Students who elect Plan II must complete a group case analysis as part of the capstone strategy course. This case serves in lieu of a comprehensive final examination. Students whose case analyses are deemed "not acceptable" are given one additional quarter to revise them 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 extra reading, three hours. Prerequisite(s): MGT 201/STAT 232, MGT 211; or equivalents. 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 211 or equivalent. A study of accounting information for managerial planning and control. Topics include managerial applications for product costing, budgeting, and 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, databases, 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 211. Financial Accounting. (4)
Lecture, three hours; outside research, three hours. Prerequisite(s): graduate standing or consent of instructor. Covers financial accounting concepts and the analytical tools needed to understand and interpret financial statements. Examines the uses of financial accounting information.
MGT 212. Management Synthesis. (4)
Lecture, three hours; outside projects and extra reading, three hours. Prerequisite(s): MGT 200, MGT 202, MGT 203, MGT 205, MGT 206, MGT 208, MGT 209, MGT 211 (MGT 203 and MGT 208 may be taken concurrently). A team-taught, integrative case course that focuses on managing the complex tasks of the total organization and examines the interdependence of the functional areas of management. Student teams analyze cases involving several functional areas and recommend actions for improvement.
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 221. Decision Making Under Uncertainty. (4)
Lecture, three hours; outside projects and extra reading, three hours. Prerequisite(s): MGT 206 or consent of instructor. Introduces basic tools for using data to make informed managerial decisions under uncertainty. Deals with modeling, performance evaluation, and optimization of systems with uncertain parameters. Topics include Markov chains, Markov decision processes, and probabilistic linear and dynamic programming. Applications are drawn from operations, finance, marketing, and other management fields.
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. Managing for Quality Improvement. (4)
Lecture, three hours; outside research, three hours. Prerequisite(s): MGT 201/STAT 232 or consent of instructor. Discusses the operational aspects of quality improvement in manufacturing and service organizations. A major part of the course is dedicated to the broader issues of Total Quality Management, Statistical Process Control, and the difficulties in implementing quality efforts in organizations.
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, one hour. Prerequisite(s): MGT 209 or consent of instructor. Analyzes why people buy and examines purchase decision processes and outcomes. Studies current models of consumer behavior. Topics include brand equity, customer delight, global marketing, behavior modification, and strategic market analysis.
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 problem sets and extra reading, three hours. Prerequisite(s): MGT 202. An intensive analysis of the effects of various corporate financial policy decisions on the value of the firm, including a discussion of the effects of taxes, bankruptcy costs, and agency costs on these decisions. Examines the interrelation of financing policy with executive compensation, leasing, hedging, and payout policies. Provides an understanding of the theoretical issues involved in the choice of these policies.
MGT 233. Marketing Research. (4)
Lecture, three hours; outside projects and extra reading, three hours. Prerequisite(s): MGT 201/STAT 232, MGT 209; or consent of instructor. Examines how marketing-related data is gathered from individuals and organizations. Explores the importance of integrating problem formulation, research design, questionnaire construction, and sampling so as to yield the most valuable information. Also studies the proper use of statistical methods and the use of computers for data analysis.
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 236. Decision Making Under Certainty. (4)
Lecture, three hours; outside projects and extra reading, three hours. Prerequisite(s): MGT 206 or consent of instructor. Introduces basic tools for using data to make informed managerial decisions under certainty. Covers modeling and solution methods in network optimization, integer and nonlinear programming, and multiple criteria decision analysis. Examines applications and case studies in operations, logistics, finance, and marketing.
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 239. Simulation for Business. (4)
Lecture, three hours; outside projects and extra reading, three hours. Prerequisite(s): MGT 201/STAT 232; MGT 205. Introduces computer simulation as a tool for analyzing complex decision problems. Analysis and discussion of the theory and practice of modeling through simulation. Topics include modeling uncertainty and collecting input data, basic simulation principles, Monte Carlo simulation techniques, model verification and validation, and analysis of simulation output. Examines applications in manufacturing, finance, health services, and public policy.
MGT 240A. Taxation (4)
Lecture, three hours; outside projects and extra reading, three hours. Prerequisite(s): MGT 211 or equivalent or consent of instructor. Covers federal income tax laws as they apply to individuals, partnerships, and corporations. Also discusses tax planning, tax policy, and other special tax issues.
MGT 240B. Advanced Taxation. (4)
Lecture, three hours; outside case analysis, three hours. Prerequisite(s): MGT 240A or equivalent. Articulates advanced topics in federal taxation and tax planning. Explores many facets of the complex body of tax law including tax research, alternative minimum tax, investment losses, employee compensation, corporate distributions, and federal transfer taxes.
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 211 or consent of instructor. Examines the accounting policy-making process from a management perspective. Topics include the formulation of accounting policy, the institutional framework of accounting, the development of accounting standards, and accounting policy alternatives for issues such as revenue recognition, valuation of assets and liabilities, intangibles, and foreign exchange accounting. Cases are heavily used for illustrating accounting problems.
MGT 243. Product Development. (4)
Lecture, three hours; outside projects and extra reading, three hours. Prerequisite(s): MGT 209 or consent of instructor. 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 policy. Relies on extensive computer-based analysis.
MGT 244. Cases in Financial Management. (4)
Lecture, three hours; written case analyses and reports, three hours. Prerequisite(s): MGT 202, MGT 231. Provides intensive exercise in valuation methods and the economic analysis of problems of corporate financial policy. Specific case topics include advanced capital budgeting, cost of capital estimation, corporate valuations, merger and takeover transactions, recapitalizations, capital structure policy, security issuance and repurchase, risk management, and dividend policy. Case reports, both written and oral, are required.
MGT 245. Financial Statement Analysis. (4)
Lecture, three hours; outside research, three hours. Prerequisite(s): MGT 211 or consent of instructor. Explains the role of financial statement analysis in an efficient capital market. Data from financial statements of major corporations is analyzed to develop skills necessary to interpret financial accounting information. Designed for future professionals who will be intensive users of financial accounting reports (e.g., security analysts, credit analysts).
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. Securities Markets. (4)
Seminar, three hours; outside research, three hours. Prerequisite(s): MGT 202. Discusses portfolio theory, including the Markowitz model. Addresses pricing in the capital markets with an emphasis on the Capital Asset Pricing Model and the Arbitrage Pricing Theory. Covers empirical issues in testing these models. Other topics addressed include risk-adjusted portfolio performance, term structure of interest rates, bond pricing, and bond portfolio management.
MGT 252B. Speculative Markets. (4)
Seminar, three hours; outside research, three hours. Prerequisite(s): MGT 201/STAT 232, MGT 202; MGT 252A or consent of instructor. Covers various topics in derivatives markets. Introduces pricing techniques for forwards, futures, options, swaps, and other derivatives. Addresses risk management and investment strategies with derivatives.
MGT 257. Marketing Strategy. (4)
Seminar, three hours; consultation, one hour. Prerequisite(s): MGT 209 or consent of instructor. A framework is developed for strategic marketing planning. Topics emphasized include market audits and futures research, product-market identification, product portfolio balancing, target market strategy, and integrated marketing program planning. Relies heavily on an extensive computer-based market simulation.
MGT 259. Operations Planning and Control. (4)
Seminar, three hours; outside projects and extra reading, three hours. Prerequisite(s): MGT 207. A study of the design of systems used for controlling assets, planning, and scheduling in manufacturing and service operations. Includes analysis of operating systems and discussion of planning and scheduling methods, heuristics, and interfaces with MRP and JIT inventory systems. Emphasizes the importance of integration, flexibility, and automation of the operation 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 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 the issues, strategies, and tactics involved in managing information systems in large organizations. Topics include cost allocation, capacity planning, congestion problems, and distributed information systems. Relies heavily on case studies.
MGT 265. Decision Support and Expert Systems. (4)
Seminar, three hours; outside projects and extra reading, three hours. Prerequisite(s): MGT 205, MGT 206; or consent of instructor. Covers advanced topics in management support systems, including problem theory, decision support, and expert systems. Examines key issues involved in using information systems for decision making. Explores how information systems are used to solve management problems.
MGT 266. Project Management. (4)
Seminar, three hours; extra reading 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, project teams, breakdown structures of organization and work, scheduling and budgeting, resources management, project control and evaluation, and current project management software.
MGT 267. Applied Business Forecasting. (4)
Seminar, three hours; outside project, three hours. Prerequisite(s): MGT 201/STAT 232 or equivalent. Provides experience in developing forecasting models and applying them to problems in marketing, production, inventory management, business economics, and other fields. Discusses issues in data acquisition, data analysis, modeling of relations between variables, trend analysis, and seasonal forecasting. Uses case studies and applications from a variety of management areas.
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 272. Global Strategy and Management. (4)
Seminar, three hours; outside projects, three hours. Prerequisite(s): MGT 200, MGT 202, MGT 209; or consent of instructor. Provides an overview of the strategic issues that multinational firms and managers encounter in a global marketplace. Topics include the globalization of the world economy, mode of entry into markets, analysis of political risk, global strategic alliances, and competing in emerging economies.
MGT 273. International Accounting. (4)
Seminar, three hours; extra reading and term paper, three hours. Prerequisite(s): MGT 211 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; outside research, three hours. Prerequisite(s): MGT 202. Explores the latest developments in theoretical or empirical finance. Topics covered may include asset pricing, performance evaluation, derivative securities, market micro structure, corporate finance, and corporate control and governance.
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 276. Corporate Financial Policy and Control. (4)
Seminar, three hours; outside research, three hours. Prerequisite(s): MGT 231 or equivalent. Examines the theory and empirical evidence for models of corporate financial policy. Includes analysis of new issues of securities, asset sales, recapitalizations, stock repurchases, and the market for corporate control (tender offers, mergers, proxy fights, and corporate voting rights). Emphasizes critical evaluation of the evidence for different models of corporate financial policy.
MGT 277. Advanced Financial Accounting. (4)
Seminar, three hours; outside research, three hours. Prerequisite(s): BSAD 165C or equivalent (may be taken concurrently). Covers advanced financial accounting and reporting practices. Emphasizes topics such as consolidated financial statements, branch accounting, foreign transactions, segment reporting, partnership accounting, and accounting for nonprofit organizations.
MGT 278. Auditing and Assurance Services: Theory and Practice. (4)
Seminar, three hours; outside research, three hours. Prerequisite(s): BSAD 165B or equivalent. An in-depth examination of audit processes and procedures. Develops audit judgment skills through the identification and resolution of issues associated with the auditing practice.
MGT 279. Investment Management. (4)
Seminar, three hours; outside research, three hours. Prerequisite(s): MGT 252A or equivalent. Covers advanced topics in equity management. Discusses portfolio theory, market micro structure, security analysis, valuation, investment management strategies, and essential backroom operations such as accounting and reporting. Provides hands-on experience in investment management.
MGT 280. Business Issues in Electronic Commerce. (4)
Seminar, three hours; outside project, three hours. Prerequisite(s): MGT 205 or consent of instructor. Provides an understanding of the various business strategies, management issues, and pertinent technologies related to electronic commerce. Explores several of the problems surrounding electronic commerce including security issues, privacy, encryption, safeguarding of intellectual property rights, acceptable use policies, and legal issues.
MGT 281. Systems Analysis and Design. (4)
Seminar, three hours; outside project, three hours. Prerequisite(s): MGT 205, MGT 230; or consent of instructor. Provides an understanding of the systems development life cycle with emphasis on the analysis and design phases. Familiarizes students with the tools and processes used by system developers to analyze, design, and construct computer-based systems. Provides experience in analyzing and designing a computer-based system.
MGT 282. Business Data Communications. (4)
Seminar, three hours; outside project, three hours. Prerequisite(s): MGT 205. Provides insight into the role of telecommunications in business, with an emphasis on information management. Specific topics include data communications (hardware components, interfaces, and link protocols), architecture and technology (protocols, local area networks, and emerging digital services), and network management (control and security).
MGT 285 (E-Z). Special Topics in Management. (4)
Seminar, three hours per week or thirty hours per quarter; assignment of the remaining hours varies from segment to segment. Prerequisite(s): graduate standing; consent of instructor. Additional prerequisites are required for some segments of this course; see the School. 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. Graded Satisfactory (S) or No Credit (NC). Course is repeatable.
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. 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. 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 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.
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