Students are provided with theoretical and conceptual frameworks drawn from the social sciences for understanding human behavior in business organizations. Emphasis is placed on the application of these theories and concepts to management and behavioral issues in organizations. Topics include individual differences, perception, motivation, learning, groups, conflict resolution, communication, leadership, decision-making, diversity, organizational culture, international OB, politics, and ethics. MGMT 3000 may be taken as a corequisite with the lower division core.

An introduction to the system for planning, operating, and controlling the processes that transform inputs into outputs of finished goods and services in both profit and nonprofit organizations. Topics include: operations strategy, operations technology, product and service design, project planning and scheduling, facility location planning, facility layout, materials management, Six Sigma, and quality management and control. Computer software is used to analyze operations management functions. Recommended: BA 3010.

A study of the theories and research that explain why business organizations operate the way they do.  A social system perspective is presented that views the business organization's external environment and structure as critical determinants of organizational effectiveness.  Key department level and organizational level variables and models are studied with the goal of developing an understanding of the patterns and relationships among organizational dimensions such as strategy, structure, goals, size, technology, and external environment.  Prerequisite:  MGMT 3000.

This course focuses on developing and enhancing career and managerial skills that are of major importance for current and future career success. Specific skill areas include goal setting, time management, self-management, communication, decision making, motivation, delegation, team management, career planning, resume building, and interview skills. Prerequisite: MGMT 3000.

This course provides an overview of the functional areas of Human Resource Management. The course begins by examining environmental factors such as legislation, organizational strategy, labor, and global issues. Next the HR process is examined-recruiting, training, compensation, benefits, performance appraisal, and termination. Throughout the course, students are provided with the opportunity to engage in HR practice and develop HR policy. Prerequisite: MGMT 3000.

This course fosters the acquisition of knowledge and skills needed to start a new venture. The student is required to assess his or her own entrepreneurial orientation and to formulate a realistic business plan for a new venture. Topic areas include self-assessment, identifying and evaluating new venture opportunities, obtaining capital, writing and presenting the business plan, and managing the emerging firm.

This course is designed to facilitate the acquisition of knowledge and skills needed to manage an ongoing small business. The focus is on owner/manager decision-making. Topics covered include ownership,personal selling, advertising, sales promotion, financial analysis, record keeping, personnel management.

This course will apply core management concepts and theories to agribusiness. The course content will center on aspects related to agribusiness planning, organizing, controlling, and directing. Topics will include (but are not limited to): raw material acquisition and planning, financial and operational forecasting, management control, and product marketing/sales/distribution. Cross listed as AGBS 3500 or MGMT 3500.

The course serves dual purposes. The first is to introduce students to strategic management. The objective here is to see and practice how strategic decisions are made. Strategic management topics include external environments, industry and competitor analyses, resources and capabilities, corporate governance, strategy formulation, strategy implementation, strategy controls, mergers and acquisitions, strategic alliances and coalitions, and strategic corporate social responsibility. The second purpose is to integrate the tools of strategic management with the other core disciples of the business major in order to understand and to make wise decision and ethical strategic decisions. Prerequisites: BA 3008 or ECON 3008, MGMT 3100 or ECON 4510, BA 3010, BA 3108, MGMT 3000, MGMT 3020, MIS 3000 or ACCT 3600, FIN 3000, and MKTG 3000.

An examination of contemporary issues related to managerial training,political structure, foreign receptivity to United States business,cultural factors, organizing, and controlling the international firm.Prerequisite: MGMT 3000.

This course is designed to provide the student with a practical and theoretical understanding of compensation and benefits from the perspectives of managers (who make reward decisions), employees (who receive the rewards and are the "customers" of the reward system), and human resource practitioners (who assist in the design and maintenance of reward systems). Topics include pay strategies, job evaluation, salary surveys, pay structures, pay banding, merit pay, skill-based pay, team-based pay, gain sharing, profit sharing, legally required benefits, health insurance, and retirement plans. Prerequisite: MGMT 3100.

This course is designed to provide the student with a practical and theoretical understanding of workforce planning, specifically the staffing and selection process and workforce development. Topics include current legal issues, interviewing methods, assessment centers, integrity testing, personality testing, psychological tests, validation methods, planning, and cost evaluation, as well as workforce training and development needs. Prerequisite: MGMT 3100.

This course is about leading-edge topics in Human Resource Management. As the organization¿s requirements change, so must the skill set of the HR professional supporting that organization. Topics will include California labor laws, change management methodologies, benchmarking HR processes, reengineering human resources policies and procedures, and consultant roles. This course will rely primarily on research, case studies, and current labor law digest to develop these skills.Prerequisites: MGMT 3000 and MGMT 3100.

Comprehensive survey of current trends in the theory and practice of negotiation as a means of transacting business, including the resolution of conflict and reaching agreement. Principles of Alternative Dispute Resolution (ADR) will be introduced as a tool for resolving disputes by non-litigious approaches, such as third party intervention, mediation, arbitration, etc. Topics include: integrative and distributive methods; internal team management and pre-negotiation analysis; tactics and strategies; context and dynamics; diversity impact of culture, gender, and personality types; implementation, monitoring, and follow-up; and multilateral negotiation. Prerequisite: MGMT 3000

This is an introductory survey course of the history, current issues, and basic principles of logistics. It will examine the basic activities of logistics operations, the role of information technology, benefits of strategic partnerships, procurement, customer service, warehousing, transportation, and regulation. All will be discussed within the context of globalization. Prerequisites: MGMT 3000 and MGMT 3020.

This is a survey course of the current issues and basic principles of purchasing and its role in the era of global supply chains. It will examine the traditional role of purchasing and supply management in cost containment and revenue enhancement. As well, the more recent responsibilities of environmental, social, political, and security concerns that have arisen with the expansion of supply chains into developing countries will also be examined. Prerequisites: MGMT 3000 and MGMT 3020.

This course uses an applied and theory based approach to introduce the core principles of TQM, the most common and current TQM practices/techniques and how they relate to familiar management concepts. The course covers the concepts of customer-supplier relations, teamwork, and empowerment, and how TQM relates to topics such as organizational design and change, groups, leadership, and motivation. Students will learn how these principles and methods have been put into effect in a variety of organizations. Topics include: a review of contributions by Deming, Juran, Crosby and other, statistical aids, process control, quality teamwork, designing organizations for quality, strategic planning and total quality implementation, and quality leadership. Corequisite: MGMT 3020

This course provides an opportunity to present an in-depth study of selected management subjects not covered in regular courses. When offered, prerequisites and course requirements will be announced for each course. May be repeated for credit with different topics up to a maximum of 9 units.

Individual supervised projects or directed reading projects for students qualified to carry on independent work. Prerequisite: Permission of the instructor and department chair. Up to 3 units may be used to satisfy elective degree requirements. Department determines application and number of units. Note: To count for graduate elective credit and maintain graduate course standards, 4000-level courses must be augmented with additional work. May be repeated for credit up to a maximum of 6 units.

This course is designed to provide an integrated academic experience in a work setting. Units may not be used to satisfy the requirements of the Business Administration major. Students may earn a maximum of 3 units through internships. Offered on a credit, no-credit basis only. May be repeated up to a maximum of 15 units.

This is a study of the theories and research that explain why business organizations operate the way they do. A social systems perspective is presented that views the business organization's external environment and structure as critical determinants of organizational effectiveness. Key department-level and organizational-level variables and models are studied with the goal of developing an understanding of the patterns and relationships among organizational dimensions such as strategy, goals, size, technology, and external environment. The case method is used extensively to develop skill in diagnosing and solving organizational design problems.

This course is an examination of principles related to effective utilization of factors of production in manufacturing and non-manufacturing systems. This course uses extensive readings and case studies to define and analyze problems of productivity improvement, production planning, inventory management, quality control, system design and implementation from the operating manager's perspective. Issues in management of technology-based organizations, capacity planning, scheduling, facilities design, operations strategy in services, and supply chain management will also be explored.

This course provides a review and extension of the basic theoretical and conceptual framework necessary for making sense out of behavior in organizations. The emphasis is on applying theory and concept to management, particularly in business organizations. Topics include: individual differences, perception, learning, motivation, group dynamics, communication, leadership, conflict management, organizational structure, organizational culture, and change management. Application is made through case studies, analysis of video clips, and through group and classroom discussions.

This course focuses on developing and enhancing managerial skills that are of major importance for current and future career survival and success. Specific skill areas include: self-management, communication, decision making, motivation, delegation, team management, diversity management, negotiation, organizational politics, and change management. The course is primarily experiential in nature with skill assessments, exercises, role-play, case studies, and group discussion activities being the primary learning tools. Relevant literature from the behavioral sciences will provide a knowledge base for skill development.

This course provides an overview of some issues facing managers in today's global environment along with a short term immersive experience in a foreign country. In class, we examine the cultural, administrative, geographic, and economic differences facing managers operating across international landscapes. While on the tour, students will visit a wide variety of sites and will meet with representatives of businesses and other organizations. We will discover differences across culture, management, labor and government. Locations will vary.

This course provides the graduate level students with the background knowledge and practice in the human resource management (HRM) profession, which is applicable to all supervisors, managers, and leaders. The course gives students an overview of the functional areas of HRM, including recruiting, training, compensation, benefits, performance appraisal, and termination. Knowledge and skills obtained from this course will help students better understand the HR systems in their current or future workplaces and enable them to make better decisions about HR issues that they confront.

Mediation and arbitration will be introduced as tools for resolving disputes. Active listening techniques will be discussed and practiced for improved listening skills. Conflict management in the workplace and public will be researched, analyzed, and reported on. These life-long learnings will be accomplished via case studies, exercises, and role plays while studying managerial behaviors and decision-making processes involved in conflict management. The culminating exercise is to arbitrate a public employment employee termination case. Prerequisites: MGMT 6100 or MGMT 6050 or approved by the instructor.

Students will analyze different processes strategically manage human capital. This class utilizes contemporary case studies and methods to improve organizational effectiveness. These include HR based change management methods, process mapping of HR processes, utilization of Human Resource information Systems (HRIS) to perform data analytics, and analysis of Peer Reviewed Academic publications on the subject. Prerequisite: MGMT 6100 or PPA 6100 or HCA 6610 or by approval of the instructor.

This course is designed to provide the student with a practical and theoretical understanding of compensation and benefits from the perspectives of managers (who make reward decisions), employees (who receive the rewards and are the "customers" of the reward system), and human resource practitioners (who assist in the design and maintenance of reward systems). Topics include pay strategies, job evaluation, salary surveys, pay structures, pay banding, merit pay, skill-based pay, team-based pay, gain sharing, profit sharing, legally required benefits, health insurance, and retirement plans.

This course is designed to facilitate the acquisition of knowledge and skills needed to manage an ongoing small business. The focus is on owner/manager decision-making. Topics covered include ownership, personal selling, advertising, sales promotion, financial analysis, record keeping, personnel management, and the like.

This course introduces students to a conceptual framework which will help them recognize and meet international operations management challenges. It studies issues relating to global sourcing and logistics, and manufacturing competencies of different nations. Topic areas include: strategic planning for global competitiveness, managing global facilities, managing global supply chains, building a strategic alliance, coordinating international manufacturing and technology, and overcoming the limits to global operations project.

This course will provide students with the basics of lean six sigma, a powerful and popular management tool for process and quality improvement. By the end of the course, students will have been provided with the body of knowledge required to pass green belt certification. The DMAIC process, including statistical methodology, along with lean techniques, will be explained. An in-class LSS project will allow students to hone their knowledge.

This course examines the process and practice of project management (PM) as a key enabler to today's business environment. Several factors that influence PM such as business structure, organizational culture, leadership and team dynamics, financing, project selection, risk management, and tools and techniques of project execution will be addressed. The course is designed to explore PM end-to-end and present tools and techniques influencing a project from initiation to close out. It is designed to provide students with an overview of the PM process followed by an in-depth examination of the activities needed to successfully initiate, plan, schedule, and control the cost, schedule and content factors of a project.

The aim of this course is to develop understanding the concepts and principles of logistics in the context of supply chain management. Topics include inventory management, information systems, transportation, warehousing, and supply chain strategy. Emphasis will be placed on challenges related to providing logistical support for procurement and distribution.

This course introduces broad concepts, processes, and business practices in purchasing and sourcing management. Focus is on the analysis of supply markets and the selection of suppliers. Topics include purchasing process, supplier evaluation and selection, supplier quality management, global sourcing, cost and price management, negotiation, contract management, and purchasing ethics.

Issues and methods involved in conducting business research will be explored. Students will learn to collect, analyze, and interpret data using software. Multivariate and nonparametric techniques in data analytics will be covered. Course emphasis and student projects entail the use of statistics to aid in managerial decision-making.

This course will develop skills in graduate students to support continued professional and academic development beyond their current degree program. While traditional college learning is focused on textbooks, the knowledge that is presented in these books typically first appeared in academic journals and books produced by researchers for the professional public. The purpose of this course is to introduce graduate students to this type of literature and to enhance their ability to critically read, evaluate and learn from this literature. The format of the course is that of a seminar, requiring extensive reading and preparation before class in order to facilitate in depth analysis and discussion during class.

Special topic courses provide each department with the opportunity to present an in-depth study of a selected subject not covered in regular courses.When offered, prerequisites and course requirements will be announced for each course. May be repeated with different topics up to a maximum of 9 units.

This course provides students with a conceptual framework for understanding the challenges and opportunities that face e-Business systems. The course is cross-functional, decision focused, and strategic in its orientation. Different types of e-Business applications are analyzed based on web site reviews and case studies. The course includes a practicum in which teams of students build a prototype e-Business system. Specific topics covered include the integration of supply chain management and e-Business, e-procurement, selling, chain management, enterprise resource planning, collaborative computing technologies, virtual team management, considerations for hardware and software development and/or purchasing, controlling e-Business cost, quality, and risks, and the legal and social environment of e-Business.

Individual study is offered to give the student experience in planning and outlining a course of study on the student's own initiative under departmental supervision. Independent study should deal with a special interest not covered in a regular course or with the exploration in greater depth of a subject presented in a regular course. Instructor consent is required. No more than 3 semester units may be used to satisfy degree requirements. (May not be substituted for any required graduate seminar). May be repeated for a maximum of 20 units.

Strategy may be defined as the framework for making decision about how to best compete in life, sport, war, and business. Strategic management, then, is both an integration of the various other functions learned within the program such as operation, human resource management, marketing, accounting, and finance, but is also a separate discipline itself. The successful top management team (TMT) in any sized organization will use it to achieve organization-wide performance and consider a broad range of stakeholders. In this course, we will learn and use the tools of strategic management and will integrate knowledge from other disciplines so as to gain insight and practice in strategic management applied to various situations and realms. Prerequisites: FIN 6000, ACCT 6200, MGMT 6020, MKTG 6000, MKTG 6050 or MGMT 6100.