General Catalog 2003-2004
Posted April 9, 2003

This Web document is updated twice a year, on or about the first day of registration for Fall and Spring semesters.

2490  Survey of Statistics II (3) Prerequisite: MGT 2390. Fulfills Quantitative Reasoning (Statistics/Logic).
   Statistical inference, including hypothesis testing, analysis of variance, goodness of fit, contingency tables, correlation and regression analysis, quality control. Introduction to analysis of time series; index numbers. Probabilistic decision-making and applications to functional areas of business.

3410  Business Law: The Commercial Environment (3) 
   Foundation of a three-course series in business law. Coverage will include contracts, agency sales, business organizations, commercial paper, secured transactions, business torts, business crimes, and bankruptcy.

3420  Business Law: The Regulatory Environment (3) 
   Second in a three-semester series on business law. Will address matters of relevance to business beyond the coverage of MGT 3410, including regulations and securities, antitrust product practice, consumer law, criminal and civil RICO.

3430  International Law (3) 
   Capstone in a three-semester series on business law. Emphasis on international legal issues, such as comparative law, resolution of international disputes and technological piracy; the legal implications of run away technology and automation, copyrights and patents, and professional malpractice will be covered.

3500  Principles of Management (3) 
   Concepts and fundamentals of modern management processes: planning, organizing, staffing, training, and controlling. This course may not be used by management majors to satisfy a departmental elective.

3660  Production/Operations Management (3) 
   Analyzes conversion function of a business, i.e, how inputs are transformed into useful products and services. Location, design of facilities, layout, equipment selection, work methods and measurement, production scheduling and control, inventory management, quality control, and operations strategy. Relevant to operations of both manufacturing and service systems.

3680  Human Behavior in Organizations (3) Cross listed as MGT 5680. 
   Examination of behavioral theories and research. Application to human-resource problems and administrative processes in service and production-oriented organizations. Focuses on the individual in such areas as socialization, motivation, communications, leadership, decision-making, conflict resolution, and adaptation to change. Application is demonstrated through the consideration of the impact of the individual on the overall performance of the organization. 5680 may only be registered for by graduate students.

3700  Fundamentals of Entrepreneurship (3) 
   This course is designed as an introduction to entrepreneurship and the processes of new ventures. This course may be taken as a stand-alone elective, or as the first in the core series for Entrepreneurship. Students will become familiar with entrepreneurship and ascertain the degree to which entrepreneurship represents a relevant personal career. The course will expose the student to a wide range of entrepreneurial ventures and provide the opportunity to work in a team to develop a Business Conceptualization -- the first step in the enterpreneurial process.

3800  Business and Society (3) Fulfills Diversity.
   Role of private enterprise in modern society. Economic, structural, and ethical underpinnings of modern business. Corporate social responsibility in areas such as the environment, consumer protection, employee safety and discrimination, and energy conservation. All management majors are required to take this course.

4560  Small Business Management (3) 
   Prerequisites for this course are basic marketing, finance, operations, and OB/HR course work. Managing the on-going small venture . . . In this course, students will apply business functions specifically to on-going small business mamagement, with a specific emphasis on the challenges of small ventures. The main focus is on managing small businesses that may not intend to grow or go public; however, growth issues will be addressed. Students seeking a business plan course should see ENT #1, 2, 3. Small Business Analysis.

4600  Career Dynamics (3) 
   The world of work is radicaly changing: smaller companies, more decentralized operations, less hierarchical organizations, more technical, more global. These changes greatly impact both career planning from the individual's perspective to career management within organizations. This course explores the concepts and dynamics of a career within the context of the rapidly changing work world.

4650  Principles of Quality Management (3) Prerequisite: MGT 2490. 
   Introduction to the principles of quality management, with an emphasis on cross- functional problem solving. Topics include customer driven quality, leadership, employee participation and training, continuous process improvement, design quality and error prevention, management by fact, and strategic quality planning.

4840  Human Resource Market Analysis (3) 
   Human-resource employment markets, tools, techniques, and theories of market analysis; the influence of business decisions on these markets.

4860  Managing Organizational Conflict (3) Prerequisite: MGT 3680. 
   Theory and process of managing conflict. Development of analytical and behavioral skills through reading, cases, and two-person group role plays. Representative topics include negotiation, group decision making, inter-organizational disputes and the design of dispute-resolution systems.

4900  International Management (3) 
   General introduction to international management: international economic/financial, sociocultural, political/legal environments.

4999  Management Honors Thesis/Project (3) 
   Restricted to students in the Honors Program working on their Honors degree.

5510  Human Resource Management (3) 
   Required for human-resource management emphasis. A survey course that examines the functions of human-resource management and their strategic integration through policy formation. Topics include employee involvement, quality of work life, unionization, recruitment, selection, placement, promotion, performance, appraisal, compensation and benefits, work-system design, and job enrichment, training and development, and strategic human resource planning. All management majors will be required to complete this course.

5680  Human Behavior in Organizations (3) Cross listed as MGT 3680. 
   Examination of behavioral theories and research. Application to human-resource problems and administrative processes in service and production-oriented organizations. Focuses on the individual in such areas as socialization, motivation, communications, leadership, decision-making, conflict resolution, and adaptation to change. Application is demonstrated through the consideration of the impact of the individual on the overall performance of the organization. 5680 may only be registered for by graduate students.

5700  Advanced Management (3) Prerequisite: MKTG 3010 and FINAN 3040 and MGT 3660 and MGT 3680. 
   This course focuses on understanding the key functional, business, and corporate decisions that affect the long-term position of the firm. The central concept of this course is competitive strategy, involving the use of critical resources over long periods of time to attain specific goals and objectives. Students look at both the internal structure of the firm and the external dynamics of the macro and industry environments. Taught primarily through cases and involves substantial class discussion and writing.

5770  Business Plan Development (3) Prerequisite: MGT 3700 and MGT 4700 and FINAN 3040 
   From feasibility to a fully developed plan. Building on the analyses, theoretical foundations, and skills of New Venture Creation, student teams will develop business plans based upon a previously developed feasibility study. This course is designed to be very hands-on and experientially based. The majority of the course load is geared to the research and development of the many facets of the business plan. This course is offered the semester BEFORE the Utah Entrepreneurial Challenge so students have time to fully develop and fine-tune their plans to effectively compete. Business Plan & Professional Presentation.

5780  New Venture Implementation (3) Prerequisite: MGT 3700 and MGT 4700 and MGT 5770. 
   From plan to successful new venture. In this course, student teams will learn to facilitate the successful emergence of a new venture for which a business plan has already been prepared. This course is intended to permit team members to refine and submit their business plans to the Utah Entrepreneurial Challenge during this semester. Supports participation in the Entrepreneurial Challenge by emphasizing implementation of the business plan.

5810  Managing Diversity Through Communication (3) Prerequisite: MGT 3680. Fulfills Communication/Writing and Diversity.
   Development of interpersonal competence including effective communication, feedback, interpersonal conflict-resolution and developing effective work and personal relationships.

5830  Leadership, Power, and Supervisory Behavior in Organizations (3) Prerequisite: MGT 3680. 
   Leadership behaviors and styles and their implications for successful managerial performance. Usefulness of current theories in describing and predicting group and leader performance.

5840  Managing the Venture Process (1.5 to 3) Cross listed as FINAN 5881. Prerequisite: FINAN 6300. 
   Meets with MGT 6840. This capstone course provides students with hands-on experience in managing the process of evaluating and funding a start-up company with venture capital funds. Working in teams, the class will place funds from the David Eccles School of Business Student Venture Fund and work with the managers of funded companies and with the board of the Fund. The class will be structured as a year-long venture capital management project supported by a series of seminars taught by regular faculty, venture capitalists, and new venture service providers from the community. Topics will include identification of new ventures, due diligence procedures, firm valuation methods, the role of the venture capitalist as a board member, selecting and structuring management teams, setting up compensation and reward structures, and other relevant topics to be determined by the instructional team.

5850  Current Topics in Management (3) 
   Upper-division or graduate status. Topics vary according to current marketing environment and special interests/experience of instructor.

5910  Special Study (1 to 4) 
   Independent study of special topics for upper-division students of high scholastic standing.

5969  Special Topics in Statistics (1 to 6) Cross listed as ED PS 5969, FP MD 5969, MATH 5969, ECON 5969, FCS 5969, PSYCH 5969, SOC 5969, STAT 5969. 
   Topics vary. Taught by members of the University Statistics Committee. Check current class schedule for cross-listings.

6040  Data Analysis and Decision Making (3) Prerequisite: Master's status in the School of Business, MATH 1090, MGT 2490. 
   This course will develop decision making abilities with data-analysis and decision models. Applications will be in the business functional areas. Students will use computers to solve business problems. Course topics will include advanced statistical analysis, regression models, linear programming, decision analysis, and project management.

6050  Laying the Foundations of Teamwork (1.5) Prerequisite: Master's Status in the School of Business. 
   The purpose of this course is to understand the theory and processes of working in a group or team. The course is designed to be relevant to the broad spectrum of problems that are faced in a variety of group settings. Students will learn analytical and behavioral tools to effectively diagnose complex dynamics in work groups and take action to improve group performance. Students will also learn practical interpersonal skills useful for implementing effective strategies in group situations. The course is intended to help students be more effective while working in study groups at the DESB and later working in groups and teams once they graduate. Considerable emphasis will be placed on simulations, role-playing, and cases. This course will incorporate many of the topics that are currently being addressed during orientation and will culminate with the business challenge.

6051  Managing and Leading in Organizations (3) Prerequisite: Masters status in the School of Business. 
   The purpose of this course is to understand the theory and processes of working in a group or team. The course is designed to be relevant to the broad spectrum of problems that are faced in a variety of group settings. Students will learn analytical and behavioral tools to effectively diagnose complex dynamics in work groups and take action to improve group performance. Students will also learn practical interpersonal skills useful for implementing effective strategies in group situations. The course is intended to help students be more effective while working in study groups at the DESB and later working in groups and teams once they graduate. Considerable emphasis will be placed on simulations, role-playing, and cases. This course will incorporate many of the topics that are currently being addressed during orientation and will culminate with the business challenge.

6052  Business Communication (1.5) Prerequisite: Master's Status in the School of Business. 
   This course explores the underlying concepts and the various techniques necessary for effective communication for managers and leaders in today's ever-changing workplace. In this course we examine the similarities and differences between writing and speaking in a business context. Students learn both communication theory and the practical application of communication excellence. This course covers managerial communication on three levels: interpersonal/supportive communication, advanved public speaking, and managerial writing. Each of these types of communication will be covered in light of how to: inform, persuade, praise, recommend, manage, lead, create change, and embrace diversity. (Special Fee: $30.00)

6060  Production and Operations Management (3) Prerequisite: Masters status in the School of Business. 
   Operations management studies the way that firms manage procurement, production, and distribution of goods and services in an increasingly competitive international marketplace. This course develops skills and knowledge critical for successful design and strategic management of world-class manufacturing and service operations. Topics covered may include integrated product/process analysis and design, materials management, supply chain management, use of information technologies in the extended enterprise, sevice operations, total quality management, experience curves, technology management, project management, and operations strategy.

6061  Topics in Production and Operations Management (3) Prerequisite: Advanced MBA status. 
   Strategic considerations and implications of managerial policies in production and operations management. The conversion function of an organization. Capacity planning, production scheduling, inventory management, and the management of new technologies. Manufacturing and service operations are considered.

6070  Introduction to Strategic Management (3) Prerequisite: Masters status in the School of Business. 
   An introduction to business-strategy concepts. The course introduces the role of the board of directors and general management as strategy makers. It provides the tools necessary to analyze the business environment, the resources of the firm, and alternative strategies. It provides frameworks for structuring the firm and for designing control systems to guide implementation of strategic decisions. The course consists of lectures, extensive case work to demonstrate the use of the tools in a business context, and written case analyses.

6130  Law and the Corporate Manager (1.5) Prerequisite: Masters status in the School of Business. 
   Studies the legal environment in which business organizations operate. Topics include the rights of shareholders; director's and officer's liability; mergers, acquisitions, and takeovers; and securities regulation. Both federal and state law will be considered.

6140  Statistics (1.4) Prerequisite: Masters status in the School of Business. 
   Statistics provides an overview of basic statistical concepts and methods for managers. The emphasis is on understanding the concepts and their application to the real world business data. The conceptual material focuses on the importance of statistical thinking to make sound business decisions. The statistical methods are implemented using a computer to analyze business and economic data sets, with emphasis on interpreting the output. Topics covered include descriptive statistics (how to organize data and display it graphically), probability theory, distributions (empirical, mathematical and sampling), statistical inference (hypothesis testing), and the study of relationships (regression and correlation).

6150  Leadership & Management in High Performance Organizations (2.8) Prerequisite: Masters status in the School of Business. 
   Emphasizes human behavior concepts and principles useful in creating high performance work places. Personal leadership effectiveness is enhanced through self-assessment, feedback, and studying the practices of exemplary leaders. Methods of managing individuals, groups and organizations to elicit high levels of performance are introduced through discussion of topics such as motivation, power and influence, group behavior and teams, decision making, conflict and collaboration, organization design, culture and leading change. Cases, group discussion and team exercises are used extensively in the course.

6151  Team Effectiveness (1.5) Prerequisite: Masters status in the School of Business. 
   The purpose of this course is to understand the theory and processes of negotiation in a variety of managerial contexts. The course is designed to be relevant to the various kinds of negotiation problems that are faced by managers. The course complements the technical and diagnostic skills learned in other courses. A basic premise of the course is that while a manager needs analytic skills to discover optimal solutions to problems, a broad array of negotiation skills is needed for these solutions to be accepted by others and implemented in collaboration with them. The course will allow participants the opportunity to develop these skills experientially and to understand negotiation in useful analytic frameworks.

6152  Ethics and Foundations of Business Thought (1.5) Prerequisite: Masters status in the School of Business. 
   Personal and organizational values and ehtics are discussed in an environment of competing and complementary rights and monetary goals. Readings of a classic nature are presented to underscore the timeless nature of business and the relevancy of great works to today's business evnironment.

6153  Negotiations and Conflict Management (1.5) Prerequisite: Masters status in the School of Business. 
   The purpose of this course is to understand the theory and processes of negotiation in a variety of managerial contexts. The course is designed to be relevant to the various kinds of negotiation problems that are faced by managers. The course complements the technical and diagnostic skills learned in other courses. A basic premise of the course is that while a manager needs analytic skills to discover optimal solutions to problems, a broad array of negotiation skills is needed for these solutions to be accepted by others and implemented in collaboration with them. The course will allow participants the opportunity to develop these skills experientially and to understand negotiation in useful analytic frameworks.

6154  Competitive Advantage Through People (1.4) Prerequisite: Masters status in the School of Business. 
   This course focuses on organizing and managing people to achieve sustainable competitive advantage. The people-centered management strategies used by high performance firms will be examined, emphasizing both research and leading-edge practice. The following topics will be explored; attracting, developing, motivating and retaining talent to support strategic objectives; designing high performance organizations; knowledge management; recruitment and selection processes; building a flexible and capable workforce; designing reward systems; managing work/life balance; measuring and communicating performance; understanding the legal environment; and leading an organizational transformation.

6155  Communication and Interpersonal Effectiveness (1.4) Prerequisite: Masters status in the School of Business. 
   Focuses on communication and interpersonal skills needed for success in leadership, team and high performance settings. Skills include communicating clearly, directly and supportively; listening; interpersonal problem solving; conducting interviews; facilitating group discussions and meetings; giving formal presentations, and using presentation software. The course includes skill practice, peer feedback, self-analysis, role playing, videotaping and conducting formal presentations.

6156  Advanced Leadership: Problem Solving in Business Organizations (1.4 to 2.8) Prerequisite: Masters status in the School of Business. 
   An important part of leadership and management consists of defining and attempting to solve many types of problems. This course brings together all the insights and skills that focus upon real and complicated problems. It addresses specifically two classes of problems, referred to as convergent ('Tame') and divergent ('Wicked'). Different methods for approaching these types of problems are discussed. These two quantitative techniques available for solving convergent problems will be considered, as will alternative approaches for addressing divergent problems. Class participants will enhance both analytical and creative thinking abilities to more effectively identify problems and potential solutions, allowing them to develop a whole new way of thinking about problems.

6160  Operations Management (3) Prerequisite: Master's Status in the School of Business. 
   Operations management studies traditional operations management theories and methodologies as well as many new and developing models and associated technologies that are reshaping the way that firms manage procurement, production, and distribution of goods and services in an increasingly competitive international marketplace. This course develops a systems thinking approach that is critical for successful design and strategic management of world-class manufacturing and service operations. Topics covered include integrated product/process analysis and design, materials management, supply chain management, industry structure and virtual organizations, use of information technologies in the extended enterprise, service operations management, total quality management, experience curve concepts, technology management, project management, and current developments in operations strategy. Superior management of operations can result in considerable competitive advantages.

6170  Strategy (2.8) Prerequisite: Masters status in the School of Business. 
   Introduces the basic concepts and tools for formulating business strategy. Focuses on how firms can develop sustainable competitive advantages. Central topics include assessing industry economics and dynamics to identify strategic threats and opportunities, evaluating the profit potential of strategic resources and capabilities, and strategic diversification. Other topics include assessing actual and potential cost and differentiation advantages, vertical scope of the firm, strategic management of multi-business firms, global strategy, strategic alliances, competitive advantage and the Internet, strategic management in technology-intensive industries, and strategy under uncertainty.

6171  Managing in Global Marketplace (2.8) Prerequisite: Masters status in the School of Business. 
   Focuses on the modern global environment of business and the strategic and organizational responses of firms to this environment. The first section of the course, Dynamics of the Global Environment, will cover topics such as the global capital system, international political institutions, cultural differences in a global world, and technology and the global system. The second part of the course, Managing the Global Enterprise, will move to firm-level issues to include international and global strategy, organizing the global enterprise, and networks and alliances in global industry. The final section of the course, From Global to Local, brings environmental and corporate concerns into focus in the foreign market. It will cover such topics as market entry strategies, the impact of globalization on national cultures, the role of multinational firms from emerging markets, and in general the clash of the industrialized world and the developing world.

6180  Enterpreneurial Management (1.4) Prerequisite: Masters status in the School of Business. 
   Introduces the concept of the entrepreneur and the entrepreneurship as they apply to new or high growth business or to new business development in existing companies. The primary focus will be on business innovation in emerging technology-intensive industries. Topics will include the role of the entrepreneur in the economy, strategic analysis of business opportunities, the elements of the business plan, new venture financing options, managing people in the emerging business, accessing resources, marketing innovative products, and the legal structure of small business. Topics relevant to new businesses in existing organizations include new product development, organizing for innovation, hyper-competitive industries, appropriating the benefits from innovation and options approaches to new technologies.

6310  Business Law (1.5 to 3) 
   Basic principles of business law for graduate students.

6420  Quality Management I (1.5 to 3) Prerequisite: MGT 6050. 
   Designing a system for controlling the quality of products and services in an organization. Quality and quality systems, statistical process control, quality- improvement methods, acceptance sampling, design-quality methods, and behavioral perspectives in managing for quality.

6421  Quality Management II (1.5 to 3) Prerequisite: MGT 6050. 
   An introduction to the tools of process control and improvement. Topics include design quality and error prevention, management by fact, statistical thinking and statistical process control. Emphasis will be given to the design and interpretation of process control charts.

6430  Regression Analysis (1.5 to 3) Prerequisite: MGT 6040. 
   Regression theory and applications to managerial and social-science problems. Two- and three-variable regression in summation notation, matrix algebra, general linear model, and advanced topics.

6440  Multivariate Statistics for Management (1.5 to 3) 
   Multivariate statistical methods, excluding multiple regression, beginning with a review of matrix algebra up through eigenvalues and eigenvectors. Principal components, cluster and discriminant analysis, canonical correlation and factor analysis. A theoretical approach is used, but emphasis is on applications to management and administrative problems. Applying prepackaged computer programs to implement statistical tools outlined; interpreting and analyzing computer output.

6450  Simulation of Businsess Processes (1.5 to 3) Prerequisite: MGT 6040. 
   This class will concentrate on building simulation models of business practices, and on using the models to improve processes. Simulation software will be used to allow for modeling of complex situations in may areas of business, including production management, finance, and marketing.

6460  Stochastic Models in Management Science (1.5 to 3) Prerequisite: MGT 6040. 
   Chance-constrained programming and other stochastic programming models, inventory and queueing models, computer simulation of management systems, probabilistic dynamic programming, replacement models, Markov-chain models, dynamic programming in Markov chains.

6500  Managerial Negotiation (1.5 to 3) 
   Processes and techniques of bargaining and negotiating in organizational settings. Students develop negotiation skills through extensive case analyses, role-playing, and simulations. Negotiation interpreted broadly to include bargaining between individuals, bosses and subordinates, departments and groups, and large collectivities such as labor and management.

6510  Problem Solving (1.5 to 3) 
   An important part of leadership and management consists of defining and attempting to solve many types of problems. This course addresses two classes of problems, referred to as convergent ('Tame') and divergent ('Wicked'). Different methods for approaching these types of problems are discussed. Specifically, two quantitative techniques available for solving convergent problems will be considered, as will alternative approaches for addressing divergent problems. Class participants will enhance both analytical and creative thinking abilities to more effectively identify problems and potential solutions, allowing them to develop a whole new way of thinking about problems.

6520  Enhancing Creativity in Business Organizations (1.5 to 3) 
   Creative ideas and solutions to important problems are urgently needed in business organizations. Yet many organizations pay little attention to the development and support of creative talent. This course will focus on: (1) the development of creative talent: creative thinking, creative problem solving; (2) the importance of organizational climate in supporting and encouraging creativity; (3) exploration of the relationship between creative thinking and product/process innovations and improvements in business organizations.

6530  Competitive Advantage Through People (1.5 to 3) 
   This course focuses on organizing and manageing people to achieve sustainable competitive advantage. The people-centered management strategies used by high performance firms will be examined, emphasizing both research and leading-edge practice. The following topics will be explored: attracting, developing, motivating and retaining talent to support strategic objectives; designing high performance organizations; knowledge management; recruitment and selection processes; building a flexible and capable workforce; designing reward systems; managing work/life balance; measuring and communicating performance; understanding the legal environment; and leading an organizational transformation.

6540  Ethics of Management (1.5 to 3) 
   The purpose of this course is to help students understand the ethical problems that confront managers and to approach their role as managers with a sense of purpose and vision. The course explores students' own ethical orientations, the values of practicing managers, and alternative approaches to ethical problems. Representative topics include making choices about influencing and obeying the law, profits versus other values, the relationship between the interests of individuals and groups, how corporate policies affect the ethical choices of individuals, and criteria for making ethical judgments.

6550  Organizations, Environments, and Structure (1.5 to 3) 
   Focuses on the design of organizations and how such factors as the environment, technology, jobs, and people affect successful design of such structures. Concepts of congruence and contingency are used to illustrate how executives can redesign organizations effectively.

6560  Organizational Change and Development (1.5 to 3) 
   Theories of planned organizational change to increase organizational effectiveness and individual satisfaction and motivation. Theory of organizational change, organizational diagnosis, consulting skills, organizational intervention, including survey feedback, training, laboratory experiences, and evaluation.

6570  Power and Politics Within Organizations (1.5 to 3) 
   Organizations are fundamentally political entities and in them, power and influence are key mechanisms by which things get done. Moreover, effective leadership involves developing and wielding influence among others. In this course, such processes will be diagnosed and analyzed focusing on the sources, dynamics, and effects of power and political struggles in organizations. Course objectives include: developing the ability to create and use sources of power beyond formal authority, identifying common strategies and tactics of influence, and exercising skills that make each student more effective in complex, changing organizations. Course materials and activities focus on topics such as: the management of strategic dependencies and social/political capital; ethics; culture and unobtrusive control; commitment; and persuasion processes; and network building.

6590  Managing International Human Resources (1.5 to 3) 
   Same as MBA 6630 but with an international emphasis. Focuses on the strategic implementation of human-resource policies in organizations. Topics include the legal and ethical implications of human-resource decisions, diversity and equal opportunity, reward systems and career paths, employee influence, and work design and technology. The course design is a combination of case method and written analysis.

6610  Practical Management Science I (1.5 to 3) Prerequisite: MGT 6040. 
   This course takes a practical approach to management science by using popular business software (e.g., Microsoft Excel) to solve analytical models. Management-decision problems covered in the course may include marginal analysis, linear and integer programming, goal programming, transportation models, specialized network models, inventory models, critical-path method/project management networks, queuing theory, and simulation. Where applicable, the course will build on topics at a more advanced level than models covered in required MBA courses such as MBA 6430 -- Data Analysis and Decision Making -- and MBA 6300 -- Production/Operations Management.

6611  Practical Management Science II (1.5 to 3) Prerequisite: MGT 6040. 
   This course continues the practical approach to management science by using popular business software (e.g., Microsoft Excel) to solve analytical models. Management-decision problems covered in the course may include marginal analysis, linear and integer programming, goal programming, transportation models, specialized network models, inventory models, critical-path method/project management networks, queuing theory, and simulation. Where applicable, the course will build on topics at a more advanced level than models covered in required MBA courses such as MBA 6430 -- Data Analysis and Decision Making -- and MBA 6300 -- Production/Operations Management. Although it is recommended to take both MGT 6710 and MGT 6711 in succession, MGT 6710 is not a prerequisite for this course.

6620  Supply Chain Management(1.5 to 3) 
   Recent developments in electronic commerce and information technology have motivated firms to rethink their supply chain strategies. Cross-functional coordination within the firm and inteegrated decision-making throughout the value chain, from sourcing of raw materials to delivery of finished goods to customers, are critical to success in any industry, be it service or manufacturing oriented. Topics of discussion include outpartnering and virtual integration, process redesign for effective supply chain management, enterprise resource planning, and the role of information agents in changing product and service management strategies. Class discussion is motivated by case studies that examine emerging supply chain strategies and associated information technology systems being adopted by firms in a variety of industries. This course is sequenced with other courses in electronic business. It builds a good foundation for courses like 'Marketing in the Information Age,' which focuses on marketing strategies for the customer end of the technology integrated supply chain, and complements information systems courses such as 'Systems Analysis and Design' and 'Database Theory and Design.'

6630  Operations Planning and Control (1.5 to 3) Prerequisite: MGT 6060 or 6061. 
   Design of information and decision systems for allocating resources and scheduling activities. Development of conceptual structures for guiding the design of integrated planning and control systems. Topics include forecasting, materials resource planning, just-in-time manufacturing, and capacity management.

6640  Operations Systems Design (2 to 4) Prerequisite: MGT 6050. 
   Integrated examination of the design and improvement of production/operating systems.

6650  Business and Nature (1.5 to 3) 
   This course investigates the sometimes tenuous relationship between business and nature. The class will explore such topics as: end-of-life product design, landfill management, environmental protection legislation and the corporation, green production, development versus the wilderness, and other areas of controversy. Guest speakers will represent environmental groups, legislators, and corporations dealing with environmental issues. This course is writing-intensive with research reports and essays as typical assignments.

6660 Project Management (1.5 to 3) Prerequisite:  Master's status in the School of Business.  
     Project management has become the way of life in many industries.  Whether it is development of a new product, organizational-wide implementation of a new IT tool, or execution of a merger, project management skills are required to manage cross-functional teams subject to strict deadlines and tight budget constraints.  In this course we discuss all three phases of project management: project conception, execution, and closure.  Issues related to project leadership, budgeting, and scheduling will be addressed in the course, and case discussions will highlight state of the art project management practices.  Project management software will be introduced (possibly including group project using MS Project Software).

6670  Service Operations (1.5 to 3) Prerequisite: MGT 6060 or 6061. 
   This course aims to develop a better understanding of best practices in the service sector through analysis of leading-edge firms and the strategies they have employed to create and maintain competitive advantage. The course emphasizes the close coordination of marketing and operations in the design and implementation of service delivery processes. Topics include the importance of developing both human and technical skills among employees who represent the most critical point of contact between the service organization and its customers, and the role of technology, in particular information technology, in changing the nature of the service delivered and/or the way in which the service is delivered. The course relies heavily on the analysis of a number of case studies, and includes a group project where the principles developed in the course are applied to a real service organization.

6690  International Operations Management (1.5 to 3) 
   Approaches operations problems for global companies. Includes issues in facility location, productivity management, cultural production considerations, and global operations strategy.

6700  Corporate Strategy (1.5 to 3) 
   Addresses the challenges of formulating and implementing strategy in companies that are active in multiple businesses. Students extend the concepts from MBA 6500 on analyzing the resources of firms--assets and capabilities--to explore in depth how those resources can be used to create value across multiple markets. The course examines the challenges of using different means of diversification such as mergers, acquisitions, and internal development to gain or exploit competitive advantages in multiple markets. Addresses the vertical scope of organizational boundaries of firms, such as the option of owning resources versus securing them through alternative boundaries of firms, such as the option of owning resources versus securing them through alternative means such as market contracting, alliances, and interfirm networks. The course emphasizes the managerial and implementation issues of multibusiness companies.

6710  Strategy & Technology (1.5 to 3) 
   An introduction to the management of technology as a business activity. The focus is on the processes by which technological enterprises evolve, and on the technological innovation process in established technology-based firms. Special emphasis is placed on intellectual property issues and the management of knowledge. Heavy emphasis is placed on classroom analysis of published case studies of technological enterprises, together with readings which outline basic concepts applicable to the subject.

6720  Applications of Business Strategy (1.5 to 3) 
   Emphasizes the environment in which strategic decision-making takes place. It provides an opportunity to apply the analytic tools learned in MBA 6500 in a variety of contexts. It also provides an opportunity to expand upon the critical roles of general management in changing political, economic, and social environments, such as the global environment or the technology intensive environment. The manager as leader, as ethical guide, and social conscience for the organization, and as creator of shareholder wealth are featured topics. The course is taught primarily through the use of topical strategy cases. Students can expect written case analyses, group projects, and a major written project.

6730  Mergers, Acquisition, and Alliance Strategies (1.5 to 3) Prerequisite: MGT 6070 and FINAN 6020. 
   Cooperative strategies have become a prominent feature of the modern competitive landscape. This course focuses on mergers and acquisitions, in which one firm takes over another, and on alliances, in which two or more firms join forces, from a strategic perspective. The course is intended to increase the effectiveness of students at analyzing issues related to technology, strategy, and organization as they apply to these actions. Characteristics of successful and unsuccessful mergers and acquisitions are examined in detail. Similar concerns for alliances are developed in detail, and the benefits of networks of alliances in the information economy are emphasized. The strategic choice of startup, alliance, or acquisition as a way to increase the knowledge and capabilities of a firm is developed in detail, as this is perhaps the single critical decision in the knowledge driven economy. Finally, issues surrounding managing mergers and alliances to increase the chances of strategic success are covered.

6790  International Management (1.5 to 3) 
   Management of firms having substantial activities in more than one country. A project in international trade is required as well as cases involving strategy and operations for the multinational firm, global-industry analysis, and country analysis. The central intellectual model for the course is the unitary world market.

6791  Global Strategic Management (1.5 to 3) 
   Focuses on unique aspects of strategic management in the global environment. Such issues as worldwide competition, global technology, political risk, global financial strategies, and multinational organizations are addressed. The course is primarily a case-analysis course with limited lectures. Students can expect written case analyses, group projects, and a major paper.

6810  Entrepreneurship and Emerging Business (1.5 to 3) 
   This course introduces the concept of the entrepreneur and of the role of the entrepreneur and innovator in the modern economy. It introduces the processes involved in identifying and defining opportunities in emerging industries and of developing and refining the business concept. At the end of this course, the student should understand the potential of Entrepreneurship as a career option and should have completed the preliminary analysis for an entrepreneurial business idea. The course will involve extensive exposure to entrepreneurs and entrepreneurial ventures and will require a formal business concept paper. Students are encouraged to develop new venture teams with both classmates and outside business partners.

6820  Building the Entrepreneurial Venture (1.5 to 3) Prerequisite: MGT 6810 and FINAN 6300. 
   This course takes the student through the process of writing a business plan and establishing a new business venture. Building from business concepts developed in MGT 6780, students will create fully developed business plans. Students will be encouraged to enter these plans in the Utah Entrepreneurial Challenge competition. The course also will cover the process of building a company from the business plan. Concerns about legal, human resource, financing, marketing, location, and other relevant issues will be addressed. This course will be very hands-on and focused on the practical aspects of turning a technological promise into a viable business. The outcome of the course will be, at a minimum, a complete business plan. Students will be ready to start a company on completion of this course.

6830  Entrepreneurial Counseling (1.5 to 3) 
   A practicum for qualified graduate students in counseling small entrepreneurial companies. Students are assigned in teams to work on a variety of problems ranging from the broad development of new working strategies to specific needs in marketing, finance, etc. Counseling teams prepare written recommendations and plans and present an oral report to clients.

6840  Managing the Venture Process (1.5 to 3) Cross listed as FINAN 6881. Prerequisite: FINAN 6300. 
   Meets with MGT 5840. This capstone course provides students with hands-on experience in managing the process of evaluating and funding a start-up company with venture capital funds. Working in teams, the class will place funds from the David Eccles School of Business Student Venture Fund and work with the managers of funded companies and with the board of the Fund. The class will be structured as a year-long venture capital management project supported by a series of seminars taught by regular faculty, venture capitalists, and new venture service providers from the community. Topics will include identification of new ventures, due diligence procedures, firm valuation methods, the role of the venture capitalist as a board member, selecting and structuring management teams, setting up compensation and reward structures, and other relevant topics to be determined by the instructional team.

6910  Special Study for Master's Students (0.5 to 6) 

6920  Executive Issues in International Management (4) 
   For Executive MBA students. Importance of international trade; requisite understanding of demographic, cultural, economic, political, legal, competitive environments. Business planning for exporting goods/services.

6969  Special Topics in Statistics (1 to 6) Cross listed as STAT 6969, ED PS 6969, ECON 6969. 
   Current topics in statistical methods. Prerequisites vary depending on the topic. Course format may be lecture, lab, or group projects.

6970  Thesis Research (1 to 6) 

6980  Faculty Consultation (3) 

7100  Research Design: Validity & Methodological Issues (1 to 4) 
    This course examines key stages in the process of applied social science research, focusing on theory development and research design. We begin by learning to frame research questions, propositions, hypothesis, and constructs/variables and assess research validity concerns. In parallel, we consider the merits of alternative research methods for developing theory, collecting data, and testing hypotheses, including survey design, case studies, and archival research. We will explore the strengths of different methods for different research goals and will consider approaches to combining insights from different research methods. For each topic, students study core readings and relevant examples of research papers. In addition to covering issues surrounding the design of particular research projects, we will also focus on developing research streams, that is, related pieces of research that build around a common theme and that advance a theoretical agenda. The course will have an underlying "methodological" focus, where perennial issues across disciplines (e.g., around levels and units of analysis and the commensurability of different theoretical paradigms) will be discussed in the context of concrete research problems.

7200  Cross-Discipline Seminar (1 to 4) Prerequisite: PhD standing. 
   Provides students the opportunity to read and present paradigmatic studies in the various disciplines that comprise business scholarship.

7300  Effective Teaching Practices and Theories (2) 
   Open only to Ph.D. Students. Practical application of pedagogical theory to the business curriculum for the apprentence college instructor. Through an examination of cases, journal articles, and diverse teaching approaches, the course provides an introduction to pedagogical learning. Students will learn how to: craft a personal teaching philosophy; develop and execute lectures and discussions; implement class policies; manage interpersonal interactions; embrace and incorporate issues of diversity; and create effective teaching tools. Students are required to design an effective syllabus; prepare microteaching assignments; videotape and evaluate their teaching style; and begin to develop a teaching portfolio.

7500  Seminar: Human Resource Management (1 to 4) 
   Current theory, research, and practice in human-resource management, including strategic-policy development, reward systems, and culture, as well as other specific human-resource functions.

7540  Seminar: Human Resource Law and Public Policy (1 to 4) 
   Literature and public-policy review. Critical discussion and study of trends and directions in current and recent historical thought.

7590  Multivariate Statistics for Management (1 to 4) 
   Multivariate statistical methods, excluding multiple regression, beginning with a review of matrix algebra up through eigenvalues and eigenvectors. Principal components, cluster and discriminant analysis, canonical correlation and factor analysis. A theoretical approach is used, but emphasis is on applications to management and administrative problems. Applying prepackaged computer programs to implement statistical tools outlined; interpreting and analyzing computer output.

7600  Seminar: Strategic Management Theory (1 to 4) 
   Main currents in strategic-management theory; critical review of diverse and competing schools of thought in this young and rapidly developing field.

7610  Seminar: Global Strategic Management (1 to 4) 
   Advanced topics in global strategic management. Country and area analysis, strategies for multinational corporations, and international competitiveness.

7620  Special Topics in Strategic Management (1 to 4) 
   Selected Topics of interest in Strategic Management.

7700  Seminar: Planning and Scheduling (1 to 4) 
   Current and past research in models for planning-and scheduling-operations systems. Strategic implications of the planning process. Analysis and evaluation of manufacturing processes.

7710  Seminar: Inventory Management Systems (1 to 4) 
   Advanced study of models for managing inventory systems, including deterministic, stochastic, and dynamic models; material-requirements planning; just-in-time systems; forecasting methods; analysis of current and past research.

7720  Special Topics in Operations Management (1 to 4) 
   Selected topics of interest in operations management. Research findings and recent developments in industry.

7730  Optimization Modeling Techniques (1 to 4) 
   Quantitative analysis and optimization techniques for managerial decision models.

7800  Seminar: Research Foundations of Organizational Behavior (1 to 4) 
   Criteria for evaluating theories in applied social sciences; current theory and research in organizational behavior with emphasis on motivational and leadership theories.

7810  Seminar: Topics in Organizational Behavior (1 to 6) Prerequisite: PhD status in the School of Business 
   Selected topics of interest in Orgaqnizational Behavior.

7820  Seminar: Organizational Theory (1 to 4) 
   Current macro theories and research in organizational theory, with emphasis on organizational structure and effectiveness.

7830  Ethics of Management (1 to 4) 
   The purpose of this course is to help students understand the ethical problems that confront managers and to approach their role as managers with a sense of purpose and vision. The course explores students' own ethical orientations, the values of practicing managers, and alternative approaches to ethical problems. Representative topics include making choices about influencing and obeying the law, profits versus other values, the relationship between the interests of individuals and groups, how corporate policies affect the ethical choices of individuals, and criteria for making ethical judgments.

7870  Seminar: Quantitative Methods (1 to 4) 

7910  Special Study: Ph.D. (1 to 9) 

7920  Directed Summer Ph.D. Research (1 to 6) Prerequisite: PhD level course open to Ph.D. students only. 
   Directed summer PhD research leading to meeting the requirements of PhD Candidacy; specific goals as prescribed by the student's stage in the PhD Program.

7970  Thesis Research: Ph.D. (1 to 9) 

7980  Faculty Consultation (1 to 9) 

7990  Continuing Registration: Ph.D. (0)