2016–2017 2016–2017

MGMT (Management)
MGMT 610 Organizational Theory (3)
An overview of the fundamental concepts of organizational
theory and design in the context of a postindustrial and increasingly
global society. The study of organizations encompasses
several key knowledge areas essential to today’s manager: the
impact of technological and workforce changes on society,
organizational ethics and social responsibility, global issues,
history of management thought and its relevance for managers
today, and systems thinking and the challenges of managing
in today’s complex and rapidly changing environment. Discussion
addresses essential concepts in organizational theory and
design, including measuring effectiveness, organizational life
cycles, options for organizational structure, and becoming the
learning organization.
MGMT 615 Intercultural Communication and Leadership (3)
(Not open to students who have completed MGMT 620 or
MGMT 625.) A study of organizational communication, leadership,
and decision-making skills essential for all managers in
intercultural environments. Theories of culture are examined
and applied in relation to leadership style and practices, as well
as to organizational communication across cultural groups.
Team development and leadership are explored in an intercultural
environment.
MGMT 630 Organizational Theory and Behavior (6)
(Not open to students who have completed MGMT 610, MGMT
615, MGMT 620, MGMT 625, or MGMT 635.) An overview of the
fundamental concepts of organizational theory and organizational
behavior in the context of a postindustrial and increasingly
global society. Topics include the impact of technological
and workforce changes on society, organizational ethics and
social responsibility, organizational communication, leadership
and decision-making skills in intercultural environments, the
history of management thought and its relevance for managers
today, and systems thinking and the challenges of managing in
today’s complex and rapidly changing environment.
MGMT 640 Financial Decision Making for Managers (3)
Prerequisite: Knowledge of the fundamental concepts of financial
accounting and economics, including opportunity cost, the
time value of money, and financial analysis. An investigation of
financial decision making in business, government, and not-forprofit
organizations. Emphasis is on the application of financial
and nonfinancial information to a wide range of management
decisions, from product pricing and budgeting to project analysis
and performance measurement. A variety of decision-making
tools (such as break-even analysis, activity-based costing
procedures, and discounted cash flow techniques) are studied.
Contemporary managerial practices are explored.
MGMT 650 Statistics for Managerial Decision Making (3)
Prerequisite: Knowledge of the fundamentals of statistical
methods, techniques, and tools. An examination of how
managers organize, analyze, and interpret data for decision
making. Focus is on developing skills in using statistical tools
to make effective business decisions in all areas of public- and
private-sector decision making, including accounting, finance,
marketing, production management, and human resource
management. Topics include collecting data; describing,
sampling, and presenting data; probability; statistical inference;
regression analysis; forecasting; and risk analysis.
Microsoft Excel is used extensively for organizing, analyzing,
and presenting data.
MGMT 670 Strategic Management Capstone (3)
Prerequisite: Completion of 24 credits of program coursework,
including all core courses. A capstone investigation of how
strategy interacts with and guides an organization within its
internal and external environments. Focus is on corporate- and
business unit-level strategy, strategy development, strategy
implementation, and the overall strategic management process.
Topics include organizational mission, vision, goal setting,
environmental assessment, and strategic decision making.
Techniques such as industry analysis, competitive analysis, and
portfolio analysis are presented. Discussion covers strategic
implementation as it relates to organizational structure, policy,
leadership, and evaluation issues. The ability to “think strategically”
and to weigh things from the perspective of the total
enterprise operating in an increasingly global market environment
is emphasized. Case analyses and text materials are
used to integrate knowledge and skills gained through previous
study. Problems and issues of strategy formulation are
investigated through participation in the Business Strategy
Game simulation.
www.umuc.edu/graduateprograms 119