Other courses
Presentation
The course numbering system is alphanumeric beginning with a four-letter department name followed by a dash, a three-digit course number, and a zero. All courses are 3 credit hours unless otherwise indicated. Below is the
four-letter subject code for Management and Technology.
Acronym
MGMT Management
Suffix Numbers
6000-6990 Courses designed for advanced graduate credit
7000-7990 Graduate-level courses offered in Hartford and Groton
CAPSTONE Courses
Asterisk (*) denotes courses that satisfy the CAPSTONE requirement for the M.S. in Management programs.
Schedule of Course Offerings
Course availability is presented at end of each course description and coded as follows: H-F/Sp/Su (Hartford-Fall/Spring/Summer). Groton course schedule is provided separately. Course availability may change. Check the Hartford and Groton course schedule at www.rh.edu/publications/course_sched/current for the latest information.
Students should contact your faculty advisor for guidance in creating the Plan of Study. Plan of Study forms can be found at: www.rh.edu/registrar/.
MGMT–6100 Statistics and Operations Management I– An introduction to deterministic and probabilistic methods for business applications and particularly quantitative approaches applied to managerial problem solving and decision-making. Topics include basic descriptive and inferential statistics, probability distributions, hypothesis testing, analysis of variance and regression analysis. Extensive use of computers allows students to explore the various quantitative techniques for analyzing, interpreting and communicating a wide range of business-related quantitative data and information.
MGMT–6110 Statistics and Operations Management II– Continues the study of collection, analysis, and use of information in a technologically advanced setting. This course shifts focus from statistical methods to other problem solving approaches including regression analysis, linear programming, network models, queuing systems, and simulation. The emphasis is on integration of analysis techniques to address the management issues at hand, with application drawn from production, finance, project management, and system design. Prerequisite: MGMT-6100.
MGMT–6140 Information Systems for Management–Analyzes the use of information and communications technology to improve performance and to achieve organizational goals. Examines information systems in sales, marketing, finance, and operations. Provides a framework for understanding and evaluating IS contributions to product services and managerial effectiveness. Focuses upon implementation of information technology as a strategic weapon for productivity and competitive advantage. Lectures, case discussion, projects, and technical supplements.
MGMT–6170 Advanced Systems Analysis and Design –An advanced course in systems analysis and design that presents conceptual material about both traditional approaches to systems development such as process–oriented and data–oriented methodologies and, evolving approaches such as object–oriented development methods. Key stages of the systems development life cycle including planning, analysis and design are the focus of this course. Models and procedures for understanding and modeling an organization's existing and planned information systems are presented. Computer–Aided Software Engineering tools are used to provide hands–on experience in designing information systems. A case–based approach is used to provide students an opportunity to apply the analytical and design techniques covered in the course. In addition, students are expected to do a real–life systems development project. The course also focuses on the issues and challenges in managing systems development. Prerequisite: MGMT-6140.
MGMT–6190 Financial and Managerial Accounting–The nature and role of finance; the financial system; accounting for financial activities; valuation concepts and the balance sheet; revenue recognition, cost determinants, and the income statement; financial planning and budgeting; the cash budget, statement of sources and uses of funds, and pro forma statements; capital budgeting under certainty, project evaluation, and selection; profit planning and break–even analysis; fund accounting for governmental and nonprofit organizations. Note: MGMT-6310 should be taken within a year of MGMT-6190.
MGMT–6290 Macroeconomics and International Environments of Business – This course identifies major forces acting on the enterprise from the macroeconomic and international environment. Key factors include national income and output, interest rates, economic growth and business cycles, international trade and balance of payment, exchange rates, monetary and fiscal policy. Factors are analyzed in terms of their impact on the economic and technological decisions of the enterprise.
MGMT–6300 Business Economics–An introduction to the economic environment in which a manager operates. Elements of this environment include the concepts of marginality and the trade–offs among conflicting goals. Microeconomic dimensions include cost and production theory, demand theory, and market theory. The macroeconomic elements of importance include the relations among gross output, income, and employment, and the effect of governmental economic policy on the operations of the firm. Prerequisites: MGMT-6100 and MGMT-6110.
MGMT–6310 Financial Management and Valuation of Firms–Develops a working understanding of the major investment and financial decisions of the firm with emphasis on the role of technological change in financial decision making. Topics include net present value and its application, capital budgeting, corporate financing decisions, venture capital financing, debt policy and the interaction of investment and financing decisions, portfolio theory and capital asset pricing, capital budgeting (uncertainty), options and their application to technological choice. Prerequisite: MGMT–6190.
MGMT–6320 Investment Analysis I–Introduction to investment instruments and modern methods of pricing them. Basic components of viable investment programs are outlined. Topics include expected utility theory and risk aversion, modern portfolio theory, equilibrium in capital markets (CAPM, APT), index models, futures and options, theory of active portfolio management. Prerequisite: MGMT–6310.
MGMT–6330 Investment Analysis II–Advanced study in investment analysis, decision making, and practice. Emphasis on bond market analysis and bond portfolio management, including asset–backed securities, high–yield bonds, venture capital, and derivative securities. Topics include bond pricing, the term structure and risk structure of interest rates, duration concepts and immunization strategies, analysis of embedded options in fixed income securities. Application of strategies to real data set. Prerequisite: MGMT–6320 or permission of instructor.
MGMT–6340 Financial Markets and Institutions Focus on U.S. and international banking and financial markets, new instruments and techniques for rinancing, risk management and its applicaton to financial institutions. Overview of U.S. financial systems, including the Federal Reserve System, bank supervision, and monetary policy - and its counterparts in other countries. Emphasis on impact of technology on securities markets and banks. Discussion of current issues in securities markets and banking, such as securitization, financial derivatives, junk bonds, bank failures, mergers and acquisitions, and international banking. Prerequisite: MGMT-6310.
MGMT–6350 International Business–An integrated course on the international aspects of the modern corporation emphasizing the basic principles of international trade, investment decisions, and the operational management of an established multinational enterprise. The strategies necessary for competing in global markets. The course will provide students with an understanding of business decision making in a global environment. Prerequisites: MGMT–6310.
MGMT–6380 Advanced Corporate Finance–The overall objective of this course is to study advanced corporate finance issues and test empirically the stock market reaction to financing decisions and the issuance of securities. Corporate finance topics include shareholder value and economic value added concepts, as well as corporate governance issues. Financing decisions include venture capital and initial public offerings, seasoned equity offerings, stock splits, corporate bonds and bank loans, stock listings on foreign exchanges. Other topics are mergers and acquisitions, pension fund management, financial analysis and planning. Real stock prices and case studies are used to apply the theoretical concepts. Prerequisite: MGMT–6310.
MGMT–6450 Manufacturing Systems Management–An overview of how product and service requirements are translated into manufacturing facilities, procedures, and organizations. The control systems considered include demand forecasting, inventory planning, production scheduling, quality control, MRP, and project control. In addition, a management perspective is used to examine decisions having a long–term manufacturing impact: capacity planning, location, and distribution, manufacturing processes, factory layout and factory focus. The course concludes with an introduction to manufacturing policy.
MGMT–6470 Management of Quality, Processes, and Reliability–Definitions; corporate, economic, and government environments; international considerations; business processes and physical processes in manufacturing and services; control and enhancement of processes; organizing for and effecting change; experimental design for design and change; information systems; Deming approach; product and processes development; capital investment; empowerment of workers; people make it happen.Prerequisite: MGMT–6100 or permission of instructor.
MGMT–6480 Service Operations Management–Discusses the role of services in an economy, managing services for competitive advantage, structuring the service enterprise, managing service operations, service productivity, quality, and growth.
MGMT–6490 Competitive Advantage and Operations Strategy –Includes topics such as manufacturing as a competitive weapon; management of quality; manufacturing technology implementation; strategic impact of advanced manufacturing technologies; and manufacturing's role in new product development. Prerequisite: MGMT–6450 or permission of instructor.
MGMT–6540 Marketing Communication and Promotion Strategy –Advanced study of the promotion management process including market situation analysis, media selection, spending plans, copy strategy, and advertising research methods. The focus is on integrating promotion strategies with buyer needs, product conceptualization, distribution strategies, and new communication technologies. Prerequisite: MGMT–7100 or permission of instructor.
MGMT–6550 Marketing Research–Marketing strategy decisions are developed in the framework of many case studies. Marketing research techniques, including questionnaire development and data analysis, are introduced and utilized in a team project. Prerequisites: MGMT–6100 and MGMT–7100.
MGMT–6560 Managing New Product Development–Focuses on the basics of new product development. Using multimedia and interactive learning materials and simulations, students get an understanding of the importance of the integration of design, manufacturing, and marketing.
MGMT–6600 Research and Development Management– The course deals with the responsibilities of, and operating problems faced by managers of research and development. The following areas are included: technology forecasting, technology planning, selection and evaluation of R&D projects, resource allocation, planning and control, measuring results of R&D. Particular attention is given to creative problem solving, motivating and managing creative individuals, barriers to innovation, and organization alternatives for R&D, including matrix and project organizations. Prerequisite: MGMT-6190.
MGMT–6610 Global Strategic Management of Technological Innovation–Helps develop an understanding of and the method for managing technology as a strategic resource of the firm. In doing so, an understanding of the process, roles, and rewards of technological innovation are developed. Integrating the strategic relationship of technology with strategic planning, marketing, finance, engineering, and manufacturing are covered. Governmental, societal, and international issues are briefly covered. The course uses a variety of cases, readings, reports, and lectures.
MGMT–6620 Principles of Technological Entrepreneurship–An introductory graduate course in initiating new technology–based business ventures and developing them into self–sustaining and profitable enterprises. Examines the process whereby a person decides to become an entrepreneur, screens opportunities, selects an appropriate product/market target, and obtains the necessary resources. Provides the theoretical and practical knowledge for the preparation of formal business plans. Prerequisite: MGMT–6310.
MGMT–6630 Starting Up A New Venture–An understanding of the critical issues related to starting up a new business is gained through team–based experiential learning. Small teams of students develop a comprehensive business plan that can be used to raise money for a new or relatively new venture. The experiential learning process is enhanced through team meetings with faculty and/or course advisors, and through oral presentations to the entire class. Prerequisite: MGMT–6620.
MGMT–6650 Technology and Competitive Advantage–A capstone sequence in policy and strategy aimed at developing students' understanding of the relationship between business strategy and technology. The process of converting technological opportunity into competitive advantage is viewed from the perspective of both large, established companies and new ventures. Prerequisite: course is taken towards the end of the M.B.A. program. FOR M.B.A. STUDENTS ONLY.
MGMT–6660 Strategy, Technology, and Entrepreneurship–Part two of the two–course sequence that begins with MGMT–6650. This course is about strategy implementation and fundamental concepts in implementing strategy both at the corporate level and the business unit level. Prerequisite: MGMT–6650. FOR M.B.A. STUDENTS ONLY.
MGMT–6680 Strategy, Technology, and Global Competitive Advantage *– This course emphasizes the linkage between technology, strategy, and achieving global competitive advantage. Develops the concept and practical tools of strategy, strategic planning, and implementation of both at the business unit and corporate levels. The strategies of technology-intensive international companies are compared. FOR M.S. STUDENTS ONLY.
MGMT–6710 Designing, Developing, and Staffing High–Performance Organizations –Course is concerned with different ways organizations change and learn, in response to and utilizing technology. Taking a systems approach, implications on the organization and on people are considered with topics such as team building, motivation, communication, decision making, organizational design, staffing and selection, compensation, reward systems, evaluation, labor relations, and job design. The interface of initiatives such as business process redesign, continuous improvement, and information systems with people systems are themes of the course.
MGMT–6730 Technological Change and International Competitiveness –Analysis of the differences among technical systems and interactions with industrial growth is undertaken with regard to nation states, industrial sectors, and companies. To develop tools of analysis regarding technological change, industrial policy, and corporate performance. The impact of technological change on industrial growth and competitiveness is viewed from three perspectives: the general manager, the technical professional, and the public official. Prerequisite: MGMT-6350.
MGMT–6750 Legal Aspects of E-Business and Information Technology–Legal, regulatory, and public issues related to E-Commerce/E-Business, the Internet, and Information Technology are explored through an analytic, critical thinking approach. Topics include: e-contracts, digital signatures, B2B and B2C agreements; ownership, protection, and exploitation of intellectual capital including patents, trademarks, copyrights, and trade secrets; regulatory issues; ISP and web site liability including defamation; copyright infringement, securities regulation, and criminal acts; policy issues including privacy, security and encryption, and obscene materials. Global E-Commerce will be explored.
MGMT–6800 Ethical, Political, and Legal Context of Business–Issues and forces of the environment of business including social and cultural, public policy and legal, technological, economic, physical, and international. Changing environment and pressures upon business. Managerial ideology and practices. Values and ethics. Technology: history of innovation, productivity, assessment, societal effects. Business and government relationships; legal framework of business. Corporate governance and management. Relations with the various constituencies of the business firm.
MGMT–6810 Management of Technical Projects–Enables the technically-oriented manager to select projects of value to the organization, develop a project plan including staffing, perform a risk analysis on the project, and successfully execute the project. Students, working alone or in teams, practice the project management process by planning a current project in the area of new product development, process reengineering, information systems or any other project with business implementation.
MGMT–6940 Independent Study–1 to 6 credit hours. H-F/Sp/Su.
MGMT–6960 Topics in Management–3 credit hours
MGMT–7xxx Seminar in Management– Advanced study of selected topics in a particular field. May be taken more than once if subjects are sufficiently different. May be designed as fulfilling the CAPSTONE requirement. Always has one or more prerequisites.
MGMT–7100 Marketing and Product Management–Examines tasks required to manage products and services in U.S. and global marketplaces to maximize revenue and profits. These include customer acquisition and retention, pricing, product redesign or repositioning, communications management, analysis and prediction of competitor responses, and distribution logistics. Each class session provides students with one or more applications of quantitative methods and/or information technologies to marketing.
MGMT–7210 Acquisition and Venture Analysis – Recent years have seen an accelerated commitment to growth and asset reallocation through acquisitions and corporate restructurings. Indeed the accounting profession is taking a fresh look at how these deals are accounted for in the firms' financial statements. The rate of deals is exponential and covers the full spectrum from established industries to high technology, computer, biotechnology, and internet firms. Topics covered in this course are reasons for acquisitions, valuing, and structuring a transaction. Determining the currency to be used, achieving strategic and organizational alignment, takeover defenses, and post-deal integration. Students study a recent transaction of their own choosing and prepare an oral and written report focusing on those aspects that made the deal successful. Prerequisite: MGMT-6310 or permission of instructor.
MGMT–7500 Managing Supply Networks– An overview of the key concepts related to the flow of information, goods, and services, from product or service design, through production to end-use customer. Focuses on the planning, data, analysis, evaluation and decision-making processes used to manage supply networks in order to gain competitive advantage and improve customer satisfaction. Compares and contrasts supply strategies and methods based on batch-and-queue and Lean principles and practices. Emphasis is on business-to-business relationships, the application of practices that eliminate waste, and inter-organizational capability building. Prerequisites: MGMT-6190 and MGMT-6710. Recommend MGMT-6450.
MGMT–7540 Leadership and Organizational Improvement * An advanced course in leadership that closely examines the relationship between operating practices and behaviors. Comparisons are made between leadership behaviors, business metrics, and decisions that are results-focused versus those that are processes-focused and designed to eliminate waste. The impact of the different types of waste on leadership effectiveness, credibility, organizational capability building, stakeholder buy-in, and financial results are critically examined. The framework for this course is the application of Lean principles and practices to a wider range of individual and enterprise-level challenges. Prerequisites: MGMT-6190 and MGMT- 6710. Recommend MGMT-6450.
MGMT–7700 International Negotiations Examines international negotiation techniques, practica and styles. Students are given an in–depth profile questionnaire to assess individual strengths and weaknesses in international negotiations. Profiles of international negotiators are examined. Negotiation sessions and group presentations are videotaped and analyzed. Prerequisite: MGMT–6350.
MGMT–7710 Cultural Environment of International Business The emerging role of the multinational manager, cultural impact of international management, managing culture shock, organizational responsibilities and cultural differences. Foreign deployment, cultural specifics for managerial effectiveness, cultural themes and patterns, American macro– and micro–cultures, working in the global market environment. Prerequisite: MGMT–6350.
MGMT–7980 CAPSTONE Project Course (formerly called "CULEX") Independent research project. Student must meet with a full-time faculty member to determine the independent study topic. The independent research should result in a high-quality research paper that is suitable for publication in a journal. Such efforts are to be separate and independent of course work used to satisfy other M.S. program requirements.
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