1a. IntroSUS 2003 - University of Maryland University College

BMGT 327 Financial Analysis and Planningfor Entrepreneurs (1)A foundation in the principles of ratio analysis for owners (orwould-be owners) of small businesses. Focus is on reading and interpretingfinancial statements. Methods of developing and integratingplans for enhancing profitability and performance are presented andexplained. Students may receive credit for only one of the followingcourses: BMGT 327, BMGT 398D, MGMT 327, MGMT 398J,or SBUS 398A.BMGT 330 Entrepreneurship and NewVenture Planning (3)Recommended: Familiarity with computers and business software.An overview of entrepreneurship and planning new business venturesfor prospective entrepreneurs and managers. Topics includedeveloping entrepreneurial ideas and innovations; strategic planning;marketing research, analysis, and planning; advertising, promotion,and sales; financial planning and financing; operations and servicesplanning; human resources planning and management; analysis ofrisk; information management strategy and the Internet; legalaspects of new venture formation; and global venturing. Entrepreneurialtheory, profiles and roles of entrepreneurs, business lifecycles, entrepreneurial behavior, use of computer software to aid inplanning, and entrepreneurial management and technology issuesare explored. Discussion and group activities focus on developmentof a business plan, the factors that should be considered, and theentrepreneur’s role in developing and operating a new business.Students may receive credit for only one of the following courses:BMGT 330, MGMT 330, or SBUS 200.BMGT 334 Managing New Ventures (3)Prerequisite: Familiarity with new venture planning; BMGT 330recommended. An exploration of the start-up and development ofbusiness ventures using an integrated approach to entrepreneurship,growth, and management. Topics include opportunities at differentstages, legal structure, production of goods and services, marketingstrategies, access to capital and capital formation, policy formation,and development of a management philosophy. How entrepreneursmake decisions—on growth of the venture, organizational structure,hiring of key employees, information systems, software and hardwareuse, and building of corporate culture is also examined. Problemsand pitfalls to avoid, implementation and periodic review ofthe business plan, global issues, cultural diversity, and the use of newtechnologies are considered. Students may receive credit for only oneof the following courses: BMGT 334 or MGMT 334.BMGT 336 Managing Strategic VentureGrowth and Industry (3)Prerequisite: Familiarity with the business functions and factorsinvolved with planning and managing a new venture; BMGT 330recommended. A study of business ventures during the growth andmaturity phases of development using an integrated approach toentrepreneurial management. Growth problems, major issues, andmanagement strategies for businesses in the later stages of developmentare explored. Topics include budgeting and planning for continuedgrowth; developing new products, features, and productenhancements; and identifying new sources of capital and expandinginto other domestic and global markets. Consideration is givento how to implement cost controls, reorganize to rekindle entrepreneurialintensity, encourage innovation, and make staffing changesto achieve growth. Cultural diversity and the use of new technologiesare also examined. Students may receive credit for only one ofthe following courses: BMGT 336 or MGMT 336.BMGT 337 Building the EntrepreneurialTeam (3)Prerequisite: Familiarity with business functions and factors involvedwith planning, organizing, and managing a new venture; BMGT330, BMGT 334, or BMGT 336 recommended. An exploration ofgrowing ventures that focuses on the development of the businessand key personnel and includes entrepreneurial human resource andsupport issues, ethics, and accountability. The appropriateness of theform of the venture—partnership, joint venture, strategic alliance, orlicense—is examined. Topics include ways of controlling and minimizingconflicts in the team; recruiting, motivating, and retainingteam members; ensuring the responsibility and accountability ofteam members; and managing the team. Functional responsibilitiesand relationships are also discussed. Analysis covers issues related tothe organization’s structure, protection of proprietary information,intellectual property assignment, location and performance of work,the evolving responsibility of the entrepreneur, negotiation withemployees, and the multicultural employee base. Students mayreceive credit for only one of the following courses: BMGT 337 orMGMT 337.126