Department Chair: Wendy Klepetar
Faculty: Virginia Arthur, Jean Didier, John Hasselberg, David Hunger, Jane Kathman, Wendy Klepetar, Lisa Lindgren, Changyue Luo, Paul Marsnik, Sanford Moskowitz, Margrette Newhouse, Rick Saucier
CSB/SJU provides a distinctive program in management, as being perhaps the only liberal arts colleges with a free-standing Management Department in the U.S. The program integrates and builds upon the liberal arts curriculum of our institutions. The management curriculum prepares students for entry-level positions in all types of organizations, for building their own organizations, and for graduate study in management and related fields such as business, industrial relations, hospital administration and law. Course offerings introduce students to management principles and concepts while emphasizing the application of those principles and concepts in a variety of organizational settings. Courses in management are beneficial to students regardless of major.
The management major is interdisciplinary and integrates material from courses taken in other departments during all four years of study. Required courses in the major address discernment of ethical values and practices, our changing global environment and increasing diversity. Courses within the management sequence stress continual development of oral and written communication skills as well as of analytical, quantitative analysis, computer applications and critical thinking skills.
The management department curriculum helps students develop diverse methods of inquiry. Students are active participants in the learning process. They engage in problem-solving and decision-making individually and as members of groups. Emphasis is placed on making decisions under conditions of uncertainty and on developing the capacity to adapt to continually changing and complex environments.
The curriculum prepares students for life-long learning. Students learn how and where to find information and do research, how to distinguish between relevant and irrelevant information, as well as methods for analyzing, evaluating and utilizing information. Oral presentations and group work are expected in the management classroom. Cooperative learning methods enable students to learn from, critique and build upon the perspectives of others.
The Management Department conducts ongoing assessment of student learning in order to determine how well the department and its students are accomplishing departmental learning goals and objectives. Assessment activities provide the department with information to improve our curricular and pedagogical approaches. A variety of methods are used to ensure that the curriculum is effective in promoting student learning including student portfolios, common assignments in required courses, standardized tests, and surveys.
The concentration in Business Administration is designed for the student who desires to prepare for managerial positions in business. The Business Administration concentration focuses on the technical and functional aspects of business and students follow a very specific course of study. Students in the Business Administration concentration must complete a common set of business core courses as part of their major.
The Business Administration core curriculum introduces students to a variety of important functional areas including accounting, marketing, management, economics, finance, mathematics, and the global environment of business. Basic knowledge in each of the core areas is considered essential to a broad-based business education. The curriculum stresses analysis and communication, emphasizes both theory and practice, and is shaped by the needs of the business community.
Management and Leadership in Organizations
The concentration in Management and Leadership in Organizations prepares students for managerial positions in a variety of organizations. It incorporates the flexibility necessary to prepare for the varied careers of the 21st century. The concentration emphasizes the study of management theory and practice in a global context. Attention is given to the issue of values and diversity in the workplace. Students in the Management and Leadership in Organizations concentration acquire an understanding of how formal organizations are structured and come to appreciate the significance of informal structures within an organization. The program maintains a balance of theory and practical learning while developing knowledge and critical thinking skills essential to leadership and management in a wide variety of for profit and non-profit organizations. Special emphasis is given to developing communication, interpersonal, and decision making skills. This concentration develops an analytical and integrative viewpoint toward management.
Business Administration Required Courses:
From supporting disciplines: (24 credits)
ACFN 113; ACFN 114; ECON 111 and one upper-division economics course with ECON 111 as a prerequisite; two mathematics courses from MATH 119, 122, 123, or 124. (Cannot take both MATH 119 and 123 to fulfill the requirement.)
From management: (24 credits)
MGMT 201, 241, 243, 301, 321, 331; 381.
One course from: MGMT 261, 361; or PHIL 362.
Experiential Learning: MGMT 397 (4 credits).
Management and Leadership Concentration Required Courses:
From Supporting disciplines: (12 credits)
ACFN 113; ECON 111; one mathematics course from MATH 119, 122, 123, 124.
From management: (14-16 credits)
MGMT 201, 302, 381, and MGMT 241 or CSCI 130.
One course from each of the following groups: (12 credits)
Quantitative: MGMT 331, 341, or 343
Qualitative: MGMT 301, 311, 321
Legal and Ethical: MGMT 261, 361, PHIL 362; POLS 334; THEO 344.
Elective courses from management: (12 credits—not from courses taken above)
MGMT 261, 301, 304, 305, 307, 308, 309, 311, 314, 318, 321, 322, 323, 332, 338, 341, 343, 353, 361.
Experiential Learning: (4 credits)
MGMT 389, 394, 395, 396, 397, 398.
ACFN 113, 114; ECON 111; MGMT 201; and two from the following: MGMT 301, 304, 305, 307, 308, 309, 311, 312, 314, 318, 321, 322, 323, 331, 332, 338, 341, 343, 353, 361.
201 Principles of Management in a Global Context. (4)
This class gives students a foundation in management theories and concepts. The course will help students improve their communication skills and practice problem solving, conflict resolution and decision making as an individual and in groups. Students will develop an understanding and relationship of the traditional functional areas of organizations; Marketing, Human Resources, Operations and Finance. The class setting will frequently utilize global business settings, cases and examples. Students will examine multiple ethical perspectives and learn to utilize these perspectives as a context for decision making.
241 Decisions with Computer Application Software. (2)
This course is an advanced computer applications course for students who already have some knowledge of Microsoft Excel computer software. Students will use case studies and computer software in the analysis and decision making process related to the case studies. Case studies will come from the four functional areas in organizations. Prerequisite: Pass computer proficiency test.
243 Introduction to Management Information Systems. (2)
This course covers the conceptual foundations of management information systems and the various types of computer-based information systems. The course also introduces students to the relational-database structure underlying modern information systems and the information systems tools that managers use.
261 Business, Government and Society. (4)
The study of the social, governmental and ethical issues that affect the conduct of business within a global environment. This course addresses the fact that organizations cannot move forward or make sound decisions without encountering human, economic, social, governmental and ethical linkages. Students will be encouraged to think critically about the larger societal environment and how it both affects and is affected by business and nonprofit organizations.
271 Individual Learning Project. (1-4)
Individually designed supervised reading or research at the lower-division level. Permission of the department chair required. Consult the department chair for applicability towards major requirements. Not available to first-year students.
301 Introduction to Organizational Behavior. (4)
The application of current organizational research to the management of the modern enterprise is central to this course. Topics include organizational change, reward systems, job design, organizational design, group and intergroup dimensions. Prerequisite: 201. Cross-listed as PSYC 304.
302 Work and Values in a Diverse Society. (4)
The increasing diversity of the workforce, both globally and within the United States, requires knowledge of the impact of diversity on workforce behavior on the part of managers. Diverse segments of society, here and abroad, are distinguished by diverse sets of values. Furthermore, these sets of values lead to different behaviors in the workplace. This course will help prospective managers understand that the behaviors which distinguish various groups of employees are a reflection of the different values held by these employees.
304 Entrepreneurship. (4)
Entrepreneurs search for change, respond to it, and exploit it as an opportunity. This course begins by examining the process of opportunity recognition. Students then conduct a feasibility analysis on one or more new venture ideas. Students will consider issues in marketing, strategy, operations, human resources, and finance as they develop and present a business plan. Topics relating to ethics, social responsibility, technology and personality will be investigated. Prerequisite: 201.
305 Topics. (4)
This course covers current topics in management. The topics for the course will be announced each semester. Course may be repeated for credit when topics vary. Prerequisite: announced with course listing.
307 Creativity and Innovation in Organizations. (4)
This course begins with an examination of creativity (the generation of ideas that are novel and useful), by exploring various theories of individual creativity. The course also examines innovation which is defined as the successful implementation of creative ideas. Topics include self awareness, thinking style preferences, and creative problem solving processes. Prerequisite: 201.
308 Introduction to International Business. (4)
Students study strategy in international transactions, foreign trade and international marketing management. Options for direct and indirect operations abroad are explored. The course includes analysis of financial, environmental and behavioral problems of multinational business. Prerequisite: 201.
309 International Management Seminar. (4)
This course is intended for students interested in an in-depth study of special topics pertaining to international management. Topics will vary from semester to semester and may focus on international aspects of finance, marketing, human resource management, operations or strategy. Students will investigate a number of countries which are varied in terms of geography, religion, language, race, political system and economic development. Prerequisite: 308 or study abroad experience.
311 Human Resource Management. (4)
Topics include modern concepts and practices of human resource planning and utilization. The course will examine the full range of complexities of human behavior within the modern organization and the organization's responses to ensure productivity and human development. Prerequisite: 201.
314 Leadership. (4)
What is leadership? Throughout this course, students will define and answer this question through exploration of this topic within a liberal arts context. Course content will include extensive historical and current reading from leading experts and practitioners, study and discussion of relevant leadership "current events" throughout the semester, in addition to conversation and insight shared by visiting practicing leaders with multidisciplinary perspectives. Particular attention will be focused on the dynamics of situations, leadership styles, and followers' behaviors in a global context. Guided and independent self-reflection will result in a preliminary roadmap for the student's own leadership purposes, philosophies and objectives for years to come.
318 International Organizational Behavior. (4)
Careers in international management require the ability to deal with people coming from varied cultural backgrounds. Do American management techniques work in these situations? How can Americans prepare to be successful managers abroad? Students answer these and related questions as they analyze their own attitudes and abilities in relation to international management. Prerequisite: 201.
321 Principles of Marketing. (4)
The focus of this course is an introduction to the functions and activities of marketing. Topics include the marketing environment, consumer behavior, market research, marketing plans, product development, distribution, promotion and the pricing of products. Prerequisite: 201.
322 Strategic Marketing. (4)
This course builds upon and applies the concepts learned in the principles of marketing class. Case studies and computer applications are used to understand how marketing strategy is formulated and implemented in many diverse organizations. The course involves writing, discussion and small group exercises. Prerequisite: 321.
323 Consumer Behavior. (4)
This course examines the process of consumer decision making in regards to motivation, personality, lifestyle, attitudes, and cultural and social influences. There will be an emphasis on the use of research and theory in developing marketing strategies. Prerequisite: 321.
331 Corporate Finance. (4)
Study of the acquisition and allocation of funds within a business enterprise. Includes such topics as capital markets, return on investment, liquidity, risk analysis, financial leverage, valuation models and cost of capital. Prerequisites: 201, ACFN 113, and ECON 111. Cross-listed as ACFN 310.
332 Investments. (4)
Corporate and governmental securities and their investment possibilities. Security markets, factors affecting securities prices. Financial instruments. Portfolio management. Government relations. Prerequisite: 331 or permission of instructor. Prerequisite: 331. Cross-listed as ACFN 315.
338 International Finance. (4)
This course examines the international dimensions of finance. The financial management of a multinational corporation is more complex than the management of a strictly domestic enterprise. This course builds on the principles of finance discussed in the Corporate Finance course and provides a conceptual framework for the key financial decisions of multinational organizations. Topics covered include the balance of payments, the determination of exchange rates, international financial markets, the cost of capital for a multinational organization, multinational capital budgeting, and international cash management. Prerequisite: 331. Cross-listed as ACFN 320.
341 Operations Management. (4)
Study of the strategic issues and tools that will enable analysis of day-to-day operations of organizations in both the manufacturing and service sectors. Topics addressed include forecasting, location, layout, planning, scheduling, productivity and quality. Emphasis will be placed on problem solving using both quantitative and qualitative reasoning skills. Prerequisite: 201.
343 Research Methods in Management. (4)
This course examines the application of research techniques to management decision-making. Students will define research problems, design a research project, collect primary and secondary data, apply statistical tools, and reach conclusions. A lab component will provide hands-on applications. This course is recommended for all students who wish to learn more about research methodology. Prerequisite: Completion of MATH 119, 122, 123, or 124.
353 Management Information Systems. (4)
This course covers the conceptual foundations of management information systems, the various types of computer-based information systems, and societal issues related to information systems. Particular attention will be paid to understanding the relational-database structure underlying modern information systems and the information system tools that managers use. Prerequisites: MGMT 241 and one upper division management course.
361 Business Law. (4)
Managers must be aware of laws and regulations affecting their strategic decision making. This course provides an overview of the U.S. legal system with emphasis on the legislation, the judicial system and regulatory agencies. Attention will be given to an understanding of contracts, business torts, type of business organization, securities law, product liability, civil rights, employment and environmental law. Historical, ethical, social, cultural, economic and political dynamics of legal change will be explored. Attention will also be paid to understanding major international legal institutions such as the European Union, United Nations and the World Trade Organization.
371 Individual Learning Project. (1-4)
Individual supervised reading or research at the upper-division level. Permission of the department chair and completion of 12 credits within the department required. Consult the department chair for applicability towards major requirements. Not available to first-year students.
381 Strategic Management in Global Context. (4)
This course is the capstone course for the Management major. Theories of strategic planning and implementation in organizations will be the framework for integrating knowledge of the functional areas of management, principles of organizational behavior, and general management theory. Students develop analytical and problem-solving skills through application of theoretical knowledge to case studies involving actual organizations. An understanding of the global, economic, social and legal environments is developed through reading and analysis of companies operating throughout the world. Prerequisite: Senior management major.
389 Study Abroad Experiential Learning. (1-2)
This course is designed for students participating in the Study Abroad program. Readings relevant to understanding business in the international environment are assigned. Students write a series of essays integrating their knowledge of theory with their personal observations and reactions. Particular emphasis is placed on the impact of culture on business. The course is taught by a professor at CSB/SJU, using distance learning to maintain contact with students located in a variety of countries. May be repeated for up to 4 credits.
394 Management Practicum. (2)
A student designed practical management experience in a student activities or volunteer organization. Students gain experience in applying management theory and practice in leadership roles in settings other than the off-campus workplace. Readings and periodic meetings with a management faculty member and other students enrolled in practicum will facilitate the integration of theory and practice. Prerequisite: Completion of 12 credits in management courses. May be repeated for up to 4 credits.
395 SIFE Experiential Learning. (2)
This course provides practical on-campus management experience with an academic component. Previous course work in management is necessary. After consulting with the faculty advisor for Students in Free Enterprise (SIFE) students will complete a contract listing their goals, activities, and desired outcomes for the semester. Students will meet periodically with the faculty advisor to review progress. Upon completion of the course, the student will have a portfolio documenting activities and outcomes for the semester. Prerequisite: Permission of the SIFE advisor. May be repeated for up to 4 credits.
396 SAM Experiential Learning. (2)
This course provides practical on-campus management experience with an academic component. Previous course work in management is necessary. After consulting with the faculty advisor for the Society for the Advancement of Management (SAM) students will complete a contract listing their goals, activities, and desired outcomes for the semester. Students will meet periodically with the faculty advisor to review progress. Upon completion of the course, the student will have a portfolio documenting activities and outcomes for the semester. Prerequisite: Permission of the SAM advisor. May be repeated for up to 4 credits.
397 Internship. (1-8)
This is a practical off-campus experience with a solid academic component. Previous course work in management is necessary. Information is available on the management department’s website.
398 Honors Senior Essay, Research or Creative Project. (4)
Required for graduation with "Distinction in Management." Prerequisite: HONR 396 and approval of the department chair and director of the Honors Thesis program. For further information see HONR 398.