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Business: Management (Undergraduate Courses) |
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MGMT-196 Selected Topics: Non-Recurring (1-6)
Topics vary by section. Repeatable for credit with different topic.
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MGMT-201 Global Corporate Citizenship FA3 (3)
Understanding the complexity of the business environment requires an understanding of business as a citizen. Certainly a good business citizen obeys the law, but is that sufficient? Good business citizenship also requires participation in the social order and accepting and perpetuating common values. This course prepares students to be managers and leaders of businesses that practice good citizenship in the global economy.
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MGMT-203 The Legal Environment of Business (3)
Effective organizational management and decision making requires a basic understanding of the relationship between the private and public and sectors. This course serves as a broad overview of the interaction between business and law in the United States and in international societies. The course provides a framework for this study by focusing on three distinct areas. First, students learn about basic legal theory and judicial process. Next, students study the fundamental underpinnings of the business law such as contracts, torts, property, etc. Finally, students focus on the regulatory environment of business and critical topics such as Internet law, consumer protection, securities regulation, and environmental protection. The course prepares students to spot U.S. and international legal issues in a global business context.
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MGMT-230 Global Sustainability FA3 (3)
This course provides an interdisciplinary view of how public and private actors are responding to the challenges and opportunities of global sustainability. The course focuses on the role of sustainability in the competitive strategies of global businesses, the impact of technological shifts in international corporate approaches to sustainability, and the rising importance of sustainability in the private-public agenda. Usually Offered: fall and spring. Grading: A-F only.
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MGMT-294 Community Service-Learning Project (1)
Grading: Pass/Fail only. Permission: instructor and Center for Community Engagement & Service.
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MGMT-296 Selected Topics: Non-Recurring (1-6)
Topics vary by section. Repeatable for credit with different topic.
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MGMT-301 The Entertainment Industry: Structure and Business Models (3)
Examines the traditional structures of the music, film, television, publishing, and video game industries, their prior business models, and those that are currently emerging. Students also research new and emerging technologies and discuss what impact they may have on the future of content creation and delivery.
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MGMT-302 Entertainment Law (3)
Behind every television program, motion picture, or recording lies a complex series of legal agreements, which cover acquisition of rights, engaging talent, use of recordings on television, and much more. This course examines legal issues specific to and important for the entertainment industry, including legal aspects of contractual structures common in the industry, the law of intellectual property, and the major regulatory laws affecting the industry. Prerequisite: ACCT-244 , MGMT-203 , or MGMT-301 .
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MGMT-304 Protecting the Creative Class in the Face of Technological Innovation (3)
Technology changes have dramatically affected the way that consumers interact with entertainment media and content. Students examine these seismic shifts in the creation and distribution of motion pictures, television programming, music, and printed works. Emphasis is placed on P2P file-sharing, streaming of music and the growth of Internet Radio, the Google Book Settlement, and other technological changes that have affected songwriters, recording artists, film and television studios, and other content creators.
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MGMT-305 Music Publishing and Copyright (3)
This course provides an introduction to the basics of the rights that composers and lyricists receive under U.S. Copyright Law and the role of the music publisher in popularizing songs. Students study sampling and attempt to create model licensing agreements for the use of samples. Students also learn about the use of songs in motion pictures, video games, television programs, and commercials. Given the dramatic change in the nature of publishing rights and many current events of interest, the course also examines critical cases that may affect the rights of composers, lyricists, and publishers in the coming years. Prerequisite: MGMT-301 .
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MGMT-353 Management and Organizational Behavior (3)
Current management and organizational behavior practice and research. This course provides a broad framework and skills for managers in a variety of contexts, including organizational goals and responsibilities; models; decision theory; planning; control; motivation; leadership; group behavior; team skills intensive; conflict; and organizational change. Prerequisite: completion of 45 credits.
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MGMT-360 Nonprofit and Social Entrepreneurship (3)
Nonprofit and social entrepreneurs can be a dynamic change agent for society and this course provides an in-depth exposure to starting a new nonprofit as well as creating new ventures within an existing nonprofit organization. The course focuses on entrepreneurship thinking and the process for successful new ventures within a nonprofit context. In addition, entrepreneurship’s actual and potential contribution to changing lives, improving the environment in which we live, and its contribution to overall national, regional, and local economic and social development are also included. Prerequisite: junior or senior standing.
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MGMT-361 Global Entrepreneurship and Micro Enterprises (3)
Entrepreneurship is a driving and dynamic force in developed, developing, and less developed counties around the world. This course explores the complex considerations in developing, starting, and growing an entrepreneurship enterprise in multiple contexts and cultures. The utilization of alternative entrepreneurship and micro ventures strategies are also explored. Prerequisite: junior or senior standing.
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MGMT-381 Managing Human Capital (3)
This course introduces the strategic and functional role of human resource management in organizations, including personnel functions such as recruitment, selection, training, performance appraisal, and compensation. Additionally, students gain an appreciation for organizational and legal constraints affecting managers in private, public, and not-for-profit organizations. Prerequisite: junior or senior standing.
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MGMT-382 Entrepreneurship and Innovation (3)
Becoming an entrepreneur aligns every aspect of business from strategy to product development, marketing, finance, accounting, and sales. Students are introduced to the concepts and practices of starting a company. Student teams apply design thinking to develop a product idea and learn to use business model generation and customer development techniques to test and validate their business model through multiple interviews with potential customers, strategic partners, and others. Each set of interviews leads to strategic decisions that guide the teams closer to understanding the potential of their idea to become a sustainable business. Prerequisite: junior or senior standing.
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MGMT-383 Entrepreneurship Business Plans: Creating and Building Ventures (3)
This course helps students understand the principles for developing entrepreneurial business plans to successfully create, build, and manage a new venture. Students gain an appreciation for the challenges of creating a venture and an understanding of the elements of a business plan as well as learning how to distinguish good ideas from good opportunities and developing a formal business plan to raise required resources. The course examines the driving forces that play a role in planning and setting up a business. Prerequisite: junior or senior standing.
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MGMT-390 Independent Reading Course in Management (1-3)
Permission: instructor and department chair.
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MGMT-391 Internship in Management (1-6)
Provides students with the opportunity to blend practical business work experience with academic study. The academic workload varies depending on the internship credit to be earned. Prerequisite: MGMT-353 , KSB-211 . Permission: instructor.
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MGMT-394 Community Service-Learning Project (1)
Grading: Pass/Fail only. Permission: instructor and Center for Community Engagement & Service.
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MGMT-396 Selected Topics: Non-Recurring (1-6)
Topics vary by section. Repeatable for credit with different topic.
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MGMT-403 Representing Talent (3)
Examines the crucial role that agents, managers, and lawyers play in the careers of athletes and entertainers. Addresses questions including how to become a manager or agent; the legal structures in place to protect artists and athletes from unscrupulous managers and agents; specific requirements of sports leagues, unions, and guilds for agents who represent talent; and what happens when talent wants to fire an agent or manager. Students look at key legal cases, examine management and talent agency agreements, and learn more about the practice in both sports and entertainment. Additionally, students work with regional recording artists by preparing assessments and marketing and promotion plans for them, as well as other tasks as required. Prerequisite: MGMT-301 .
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MGMT-409 Leading High Performance Teams (3)
Modern organizations demand synergistic results from collaborative workforce structures. This course teaches specific techniques for leading work teams to augment multiple performance outcomes. Students gain both an explicit and an experiential understanding of team management in business organizations, both as a member and as a supervisor. Prerequisite: junior or senior standing.
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MGMT-417 Sustainability Systems: Business, Science, Policy, and International Issues (3)
This course provides a general understanding of key legal, regulatory, and policy issues that relate to the concept of sustainability across three primary tracks: business, science, and policy. The course provides a foundational background that focuses on the major actors, interests, and challenges in sustainability and their interplay with related legal and regulatory principles. Crosslist: MGMT-617 .
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MGMT-442 Sustainable Products and Purchasing (3)
Sustainability is now a significant business driver, posing new challenges to businesses and offering opportunities for innovation. Regulatory-induced and voluntary management initiatives are stimulating improvements across the entire product lifecycle, from design through the supply chain to end users, and the creation of new markets for end of life materials. This course provides students with an understanding of how sustainability efforts impact product design, marketing, procurement, and overall products life cycle management. The course also examines the impacts of these changes on daily life and society. Crosslist: MGMT-642 . Grading: A-F only. Prerequisite: MKTG-300 .
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MGMT-443 Water, Energy and Sustainable Enterprise (3)
This course explores the social, political, economic, and business aspects of water; the nexus between water and energy; and the impact of these forces on enterprise. Through case studies, group projects, technology tours, and meetings with government and business leaders, students learn about global water challenges and develop strategic frameworks for addressing them. Topics include water reuse and sustainability, water policy, corporate responsibilities and strategies for investing in the water sector. Crosslist: MGMT-643 . Grading: A-F only. Prerequisite: junior or senior standing.
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MGMT-444 Managing for Climate Change (3)
Climate change is a dominant factor driving organizations to integrate sustainability into their planning and operations. This course covers the topics that prepare sustainability executives, sustainability consultants, and sustainability employee team members to reduce a large organization’s carbon footprint, including greenhouse gas inventories, climate planning, conservation and efficiency, onsite and commercial scale renewable energy, carbon offsets, and climate reporting. Crosslist: MGMT-644 . Grading: A-F Only. Prerequisite: junior or senior standing.
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MGMT-458 Strategic Management (3)
This course integrates knowledge of functional areas to craft strategy to enhance organizational performance. It emphasizes critical thinking by applying frameworks to analyze, evaluate, and practice organizational decision making. The course places students in real world situations by using a combination of tools including case studies, simulations, and consulting projects. Prerequisite: ACCT-241 , FIN-365 , IBUS-300 , MGMT-353 , and MKTG-300 . Prerequisite/Concurrent: ITEC-355 .
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MGMT-465 Negotiation (3)
This course is designed to improve negotiating skills in all phases of the negotiating process through understanding prescriptive and descriptive negotiation theory as it applies to personal and professional negotiations. In-class simulations and out-of-class assignments are employed to introduce negotiation concepts in a variety of contexts, including one-on-one, multi-party, cross-cultural, third-party, and team negotiations. Crosslist: MGMT-665 . Prerequisite: junior or senior standing.
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MGMT-469 New Venture Startup: Operational, Financial, and Legal Strategies (3)
Entrepreneurship new venture startup implementation depends on critical operational, financial, and legal strategies and execution. This course focuses on these important components of an entrepreneurial business plan implementation and running the business or nonprofit new venture and their practical implementation. Crosslist: MGMT-669 . Prerequisite: upper division standing.
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MGMT-471 Peace through Entrepreneurship and Global Business Practicum (3)
The course has three major components: experiential learning in which students work in teams to assist entrepreneurs in post-conflict regions to develop their business plans; seminars led by guest speakers with on-the-ground experience with entrepreneurship, global business, and economic development in post-conflict areas; and a guided research component wherein students choose a specific topic within the spectrum of peace through commerce issues. Crosslist: MGMT-671 and IBUS-471 /IBUS-671 .
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MGMT-484 Consulting and Project Management (3)
This course provides critical skills for consulting and project management in business, government, and other organizations. It covers all dimensions of successful management consulting projects, developing and managing client relationships, project definition, building a project team, planning, analytical tools and risk analysis, project politics and communication, and managing ongoing projects. Prerequisite: MGMT-353 .
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MGMT-490 Independent Study Project in Management (1-3)
Prerequisite: upper-division standing. Permission: instructor and department chair.
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MGMT-494 Community Service-Learning Project (1)
Grading: Pass/Fail only. Permission: instructor and Center for Community Engagement & Service.
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MGMT-496 Selected Topics: Non-Recurring (1-6)
Topics vary by section. Repeatable for credit with different topic.
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Business: Management (Graduate and Advanced Undergraduate Courses) |
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MGMT-596 Selected Topics: Non-Recurring (1-6)
Topics vary by section. Repeatable for credit with different topic.
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Business: Management (Graduate Courses) |
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MGMT-607 High Performance Teams (1.5)
Modern organizations demand synergistic results from collaborative workforce structures. This course helps students gain a both an explicit and an experiential understanding of factors associated with high performing teams, from both member and managerial perspectives. Students learn specific techniques for managing teams and assessing their own team-related competencies.
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MGMT-608 Negotiations Strategy and Tactics (1.5)
Focuses on negotiation and influence skills and effectiveness with emphasis on tactics, behaviors, negotiation personalities, and styles. Negotiation skills are developed and strategies, common tactics and behaviors, negotiation personalities/styles are addressed within the context of dyadic and team negotiations.
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MGMT-609 Management of Organizations and Human Capital (3)
The effective management of organizations and human capital are critical to creating and maintaining competitive advantage. This course covers a range of strategic and tactical issues designed to gain an understanding and skills that can be applied to organizational structuring; creating positive organizational cultures; introducing organizational development initiatives; as well as strategic and tactical issues in leading and managing human capital.
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MGMT-611 Leading and Managing Change (3)
Leading and managing change at the individual, group, and organizational levels are critical to the survival, growth, and success of organizations. This applies to organizations that are small or large, old or new, privately-held or publicly-traded, profit-seeking or non-profit. Organizations face complex environmental changes that impact their performance and respond with organizational changes such as downsizing, mergers, acquisitions, divestitures, and leadership change. This course explores the sources and processes of leading and managing organizational change.
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MGMT-617 Sustainability Systems: Business, Science, Policy, and International Issues (3)
This course provides a general understanding of key legal, regulatory, and policy issues that relate to the concept of sustainability across three primary tracks: business, science, and policy. The course provides a foundational background that focuses on the major actors, interests, and challenges in sustainability and their interplay with related legal and regulatory principles. Crosslist: MGMT-417 .
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MGMT-623 Organizational and Social Network Analytics (3)
In this course students are exposed to key social network theories, methods, and tools. Students develop and use advanced social network analytics methods; develop expertise in the use of popular network analysis tools and software; learn how to develop analytical questions that can be answered with social network analysis concepts and methods; identify and select the most appropriate network analysis methods and tools; apply these methods and tools to answer the respective questions, and present data-driven solutions. Crosslist: ITEC-623 . Grading: A-F only. Prerequisite: ITEC-610 .
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MGMT-624 Applied Strategic Management in a Global Environment (3)
Focuses on developing and applying strategic management to successfully position organizations in a competitive global environment. Course is integrated with previous course experiences to hone decision making, analysis, and oral and written communication skills. Students work in small teams to analyze a real company’s external environment, perform an internal corporate audit, and build detailed action plans including implementation issues and financial forecasting. Prerequisite: ACCT-607 , FIN-605 , FIN-614 , IBUS-618 , ITEC-610 , ITEC-616 , MGMT-609 , and MKTG-612 .
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MGMT-626 Management Consulting Practices and Methodologies (3)
This course provides an overview of the consulting industry and the consulting process. Students gain an understanding of the consulting industry, consulting firm management, important consulting functions (proposal writing, data gathering, presenting recommendations, etc.) and the analytical tools used in consulting. Also includes client relationships, professionalism and ethics, and the consulting lifestyle.
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MGMT-632 Strategic Human Capital Management (3)
Strategically managing human capital can provide a competitive advantage for businesses and nonprofit organizations by understanding perspectives, systems, and tools to effectively linking people investments to organizational effectiveness. The course includes real-world projects and classroom instruction related to strategic analysis, workforce planning, recruitment, selection, development, performance management, and retention.
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MGMT-633 Leading People and Organizations (3)
This course covers modern management theory and practice for planning, organizing, leading, and deploying human capital to maximize organizational and personal success. Students learn about the individual in context, including motivation, human capital planning, performance management, organizational culture, decision making and leadership of self and others.
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MGMT-634 Leading Teams in Modern Organizations (3)
Modern organizations demand synergistic results from collaborative workforce structures. This course is designed to help students gain both an explicit and an experiential understanding of factors associated with high performing teams, from both member and managerial perspectives. Students learn specific techniques for leading and managing teams and assessing their own team-related competencies.
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MGMT-635 Ethics, Social Responsibility, and Governance (1.5)
Effective organizational leadership requires an understanding of ethics, social responsibility, and governance. This course focuses on understanding and articulating standards of good behavior and on developing policies and procedures to assure that standards are met.
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MGMT-642 Sustainable Products and Purchasing (3)
Sustainability is now a significant business driver, posing new challenges to businesses and offering opportunities for innovation. Regulatory-induced and voluntary management initiatives are stimulating improvements across the entire product lifecycle, from design through the supply chain to end users, and the creation of new markets for end of life materials. This course provides students with an understanding of how sustainability efforts impact product design, marketing, procurement, and overall products life cycle management. The course also examines the impacts of these changes on daily life and society. Crosslist: MGMT-442 . Grading: A-F only. Prerequisite/Concurrent: MKTG-612 .
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MGMT-643 Water, Energy and Sustainable Enterprise (3)
This course explores the social, political, economic, and business aspects of water; the nexus between water and energy; and the impact of these forces on enterprise. Through case studies, group projects, technology tours, and meetings with government and business leaders, students learn about global water challenges and develop strategic frameworks for addressing them. Topics include water reuse and sustainability, water policy, corporate responsibilities and strategies for investing in the water sector. Crosslist: MGMT-443 . Grading: A-F only.
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MGMT-644 Managing for Climate Change (3)
Climate change is a dominant factor driving organizations to integrate sustainability into their planning and operations. This course covers the topics that prepare sustainability executives, sustainability consultants, and sustainability employee team members to reduce a large organization’s carbon footprint, including greenhouse gas inventories, climate planning, conservation and efficiency, onsite and commercial scale renewable energy, carbon offsets, and climate reporting. Crosslist: MGMT-444 . Grading: A-F Only.
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MGMT-660 Entrepreneurship and Innovation (3)
Entrepreneurship is a way of thinking and behaving that can enrich your life, enhance the organizations you are involved with, and create substantial, high-impact results. Successful entrepreneurs who start their own new ventures or new ventures within corporate, consulting, nonprofit, government, or social enterprises have developed many of the same attitudes, behaviors, knowledge, and skills.
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MGMT-661 Entrepreneurship Practicum: New Venture Business Plan (3)
Creating effective business plans for entirely new ventures, or creating new venture business plans within corporations, government, nonprofit, or social organizations is central to entrepreneurship, innovation, and potential high-impact results. This is a practical, experiential course that focuses on the process of creating a new venture business plan. The course also covers growing and scaling the venture. Students create their own new venture business plan as an integral part of the course.
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MGMT-663 Managing Private and Family Businesses (1.5)
This course examines the uniqueness of companies that are privately held, and addresses the strengths and weaknesses of private and family businesses across stages of family and business development. It covers interpersonal issues such as systems theory, fairness, personal styles and values, and dealing with conflict, as well as business issues relating to having partners including roles, authority, governance, ownership, and sharing profits.
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MGMT-664 Leadership: Exploring Styles and Developing Competencies (3)
Leadership is a creative act; bringing change, setting direction, and focusing organizational energy. This course builds skill in thinking “outside the box” and aligning with others to enact a vision of the future. Includes empowerment of middle managers, corporation/non-profit entrepreneurship, innovation, influence, charisma, and self-management, creativity and vision exercises. Prerequisite: MGMT-609 or MGMT-633 .
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MGMT-665 Negotiations (3)
This course is designed to improve negotiating skills in all phases of the negotiating process through understanding prescriptive and descriptive negotiation theory as it applies to personal and professional negotiations. In-class simulations and out-of-class assignments are employed to introduce negotiation concepts in a variety of contexts, including one-on-one, multi-party, cross-cultural, third-party, and team negotiations. Crosslist: MGMT-465 .
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MGMT-666 Strategic Alliances, Mergers, and Acquisitions (3)
Strategic alliances and cooperative strategies are fundamental to many new ventures and are particularly important for Internet, information, and high-technology ventures. Entrepreneurs and executives need to understand the range of strategies available, their trade-offs, and how they fit into the portfolio of techniques to grow a new venture and achieve superior returns
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MGMT-667 Corporate Entrepreneurship: Creating High Potential Ventures (1.5)
Corporate entrepreneurship is essential but is often lost as organizations grow bigger and become more bureaucratic over time. The real and opportunity costs of losing an entrepreneurial mindset and actions are substantial. Effective corporate entrepreneurship is focused on creating high potential ventures that generate superior returns given the risk. This course covers the dynamic corporate entrepreneurship strategies, approaches, systems, skill, cultures, and other considerations. Prerequisite: MGMT-660 .
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MGMT-668 Global Entrepreneurship and Micro Ventures (3)
Entrepreneurship is a driving and dynamic force in developed, developing, and less developed counties around the world. This course explores the complex considerations in developing, starting, and growing an entrepreneurship enterprise in multiple contexts and cultures. The utilization of alternative entrepreneurship and micro ventures strategies are also explored. Prerequisite: MGMT-660 .
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MGMT-669 New Venture Startup: Operational, Financial, and Legal Strategies (3)
Entrepreneurship new venture startup implementation depends on critical operational, financial, and legal strategies and execution. This course focuses on these important components of an entrepreneurial business plan implementation and running the business or nonprofit new venture and their practical implementation. Crosslist: MGMT-469 .
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MGMT-670 Nonprofit and Social Entrepreneurship and Strategy (3)
Entrepreneurship is a critical component in nonprofit organizations. Nonprofit and social entrepreneurs can be a dynamic change agent for society and this course provides an in-depth exposure to starting a new nonprofit as well as creating new ventures within an existing nonprofit organization. The course focuses on entrepreneurship thinking and the process for successful new ventures within a nonprofit context. In addition, entrepreneurships’ actual and potential contribution to changing lives, improving the environment in which we live, and its contribution to overall national, regional, and local economic and social development are also included.
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MGMT-671 Peace through Entrepreneurship and Global Business Practicum (3)
The course has three major components: experiential learning in which students work in teams to assist entrepreneurs in post-conflict regions to develop their business plans; seminars led by guest speakers with on-the-ground experience with entrepreneurship, global business, and economic development in post-conflict areas; and a guided research component wherein students choose a specific topic within the spectrum of peace through commerce issues. Crosslist: MGMT-471 and IBUS-471 /IBUS-671 .
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MGMT-685 Topics in Management (1.5-3)
Topics vary by section. Rotating topics may include current managerial challenges, institutional change, interorganizational issues. Repeatable for credit with different topic.
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MGMT-687 Corporate Governance (3)
This course examines the relationship between managers and shareholders, and the processes and systems that investors use to ensure that managers act in the best interests of the firm’s owners. The course covers issues including boards of directors, executive compensation, ownership structure, etc., and uses a combination of readings and case studies. Crosslist: FIN-687 . Prerequisite: FIN-614 .
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MGMT-688 Consulting Practicum (3)
As a practicum, this experiential learning opportunity enables student teams, under the supervision of a faculty supervisor, to serve as consultants to organizations to create new ideas, prepare project and business plans, and solve problems, all at the strategic level. These teams work closely with client management to define and analyze difficult organizational, new product/business and competitive problems, and make recommendations for action. Students develop a deeper understanding of consulting as well as the interdependence of functional areas. They also improve their teamwork and communication skills. Students and the faculty supervisor meet regularly with the management of the client organization to develop a detailed Statement of Work and provide updates on progress through touch points during the semester. Following completion of necessary research and data analyses, the team submits a written report and makes a presentation of its recommendations to the management of the company. Crosslist: KSB-688 . Restriction: minimum 3.3 GPA. Permission: instructor. Note: Enrollment is limited and selection is on a competitive basis. Applicants must submit a resumé to the instructor for approval to register.
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MGMT-690 Independent Study Project (1-6)
Permission: instructor and department chair.
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MGMT-691 Internship in Management (1-3)
Grading: Pass/Fail only. Permission: instructor and department chair.
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MGMT-696 Selected Topics: Non-Recurring (1-6)
Topics vary by section. Repeatable for credit with different topic.
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MGMT-720 Applied Sustainability Management (3)
This course serves as the capstone for the MS in Sustainability Management and encourages students to integrate previous course work in business, science, policy, and international issues. Students develop and implement a project to advance sustainability management in a selected business, governmental, non-profit organization, or a start up organization they are initiating. Grading: A-F only. Prerequisite: 12 graduate credit hours.
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MGMT-796 Selected Topics: Non-Recurring (1-6)
Topics vary by section. Repeatable for credit with different topic.
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Business: Marketing (Undergraduate Courses) |
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MKTG-196 Selected Topics: Non-Recurring (1-6)
Topics vary by section. Repeatable for credit with different topic.
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MKTG-250 Fundamentals of Marketing and Business for Communications (3)
This course provides an introduction to the fundamentals of marketing and business relevant to media and communications. Includes an overview of the principles of marketing, the business environment, and business strategy and an introduction to microeconomics and financial statements. Note: This course is designed for non-business majors only and may not be taken by students who have a declared or intended major in KSB. Students may not receive credit toward a degree for both MKTG-250 and .
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MKTG-296 Selected Topics: Non-Recurring (1-6)
Topics vary by section. Repeatable for credit with different topic.
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MKTG-300 Principles of Marketing (3)
Introduction to marketing decision making in business and nonprofit organizations. Particular attention is devoted to analysis of customer needs; segmenting markets; and developing product, promotion, pricing, and distribution strategies. Relationships between consumers, business, and government are explored. Prerequisite: ECON-200 . Note: Students may not receive credit toward a degree for both and MKTG-300.
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MKTG-301 Consumer Behavior (3)
Study of marketing, psychology, sociology, and cultural anthropology to determine motivations for product purchases. A multimedia approach is used to illustrate the use of behavioral science theory to create new products and promotional campaigns. Students learn to analyze consumer decisions for products or services and to determine effectiveness of information provided by government and charitable organizations. Prerequisite: MKTG-300 or MKTG-250 .
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MKTG-302 Marketing Research (3)
Study of research tools used to aid marketing decision making. Considers definition of research problems, selection of projects, and analysis of data. Execution of a consumer survey is a major component of the course. Students use computers to analyze research data. Prerequisite: MKTG-300 or MKTG-250 , and STAT-202 or STAT-203 .
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MKTG-311 Internet Marketing (3)
Analysis of the Internet’s impact on marketing decision making. Includes Internet marketing strategy, electronic markets, customer purchase behavior, Internet marketing ethics, and the impact of the Internet on product development, promotion, pricing, and distribution strategies,. Attention is devoted to integrating on-line and off-line marketing strategies. Prerequisite: MKTG-300 or MKTG-250 .
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MKTG-390 Independent Reading Course in Marketing (1-3)
Permission: instructor and department chair.
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MKTG-391 Internship in Marketing (1-6)
Provides students with the opportunity to blend practical business work experience with academic study. The academic workload varies depending on the internship credit to be earned. Prerequisite: MKTG-300 or MKTG-250 , KSB-211 . Permission: instructor.
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MKTG-396 Selected Topics: Non-Recurring (1-6)
Topics vary by section. Repeatable for credit with different topic.
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MKTG-402 Marketing Strategy (3)
Analysis of current marketing management issues. Students develop a marketing plan for an outside organization, analyze case studies, and participate in computer simulation exercises. Prerequisite: MKTG-300 or MKTG-250 , MKTG-302 , and ACCT-241 .
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MKTG-411 Advertising and Marketing Communications Management (3)
The role of advertising, public relations, personal selling, and sales promotion in business. Emphasis on how promotional campaigns are planned, created, and budgeted, and how these campaigns can inform buyers, change attitudes, and increase sales. Prerequisite: upper-division standing. Prerequisite/Concurrent: MKTG-301 .
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MKTG-412 Advertising and Promotion Campaigns (3)
Development of an advertising campaign for a client. Includes formulation of advertising strategy, media planning, media buying, creative execution, and campaign evaluation. Prerequisite: MKTG-411 and upper-division standing.
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MKTG-421 Brand Management (3)
Students explore brand-building and brand management for products, services, and organizations. This highly-interactive course focuses on the strategies decisions and challenges faced by brand managers. Emphasis is placed on experience with proven strategies for building brands in the competitive marketplace, on the decisions and options faced by brand managers, and on the necessary tools to manage brands. Students construct the brand concept for a new advantage, create brand identity, and build brand equity over time. Prerequisite: MKTG-250 or MKTG-300 .
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MKTG-431 Direct Response Marketing (3)
Examination of direct marketing tools, such as direct mail, direct-response broadcast and print advertising, and telemarketing. Use of database technology to target prospective customers, and review of direct marketing in specific industries such as financial, retail, political, and fund-raising. Prerequisite: MKTG-300 or MKTG-250 .
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MKTG-471 New Product Management (3)
This course is an introduction to the marketing practices followed in developing and introducing new products. The course covers the tools and techniques used for identifying the market potential for a new product. Emphasis is placed on product positioning methods and strategies, consumer testing procedures, the new product diffusion process, sales and market share estimation, and product portfolio decisions. Students develop an understanding of the reasons why some new products succeed while others fail. Crosslist: MKTG-671 . Grading: A-F only. Prerequisite: MKTG-250 or MKTG-300 .
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MKTG-490 Independent Study Project in Marketing (1-3)
Prerequisite: MKTG-300 or MKTG-250 , and MKTG-302 . Permission: instructor and department chair.
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MKTG-494 Community Service-Learning Project (1)
Grading: Pass/Fail only. Permission: instructor and Center for Community Engagement & Service.
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MKTG-496 Selected Topics: Non-Recurring (1-6)
Topics vary by section. Repeatable for credit with different topic. Prerequisite: MKTG-250 or MKTG-300 .
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Business: Marketing (Graduate and Advanced Undergraduate Courses) |
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MKTG-541 Sports Marketing Management (3)
This course introduces students to managerial decision making within the sports industry and other businesses that use sports as an important component of their marketing strategies. The primary emphasis of the course is the application of marketing principles to actual problems faced by practicing sports marketers. Prerequisite: undergraduate MKTG-300 or MKTG-250 ; graduate: MKTG-612 or MKTG-632 .
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MKTG-551 Marketing for Social Change (3)
This course develops the knowledge, skills, and perspectives to apply fundamental marketing concepts (e.g. customer orientation, segmentation, and positioning) to create beneficial changes in society. Designed for students whose career goals involve working in or with organizations who desire to promote social change, or who are interested in understanding the role and application of marketing beyond commercial gain. Prerequisite: undergraduate: MKTG-300 or MKTG-250 ; graduate: MKTG-612 or MKTG-632 .
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MKTG-596 Selected Topics: Non-Recurring (1-6)
Topics vary by section. Repeatable for credit with different topic.
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Business: Marketing (Graduate Courses) |
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MKTG-612 Marketing Management (3)
This course provides students with an introduction to current marketing management techniques and the tools necessary for effective marketing decision making. Includes the principles of marketing; global perspectives on marketing management; financial analysis tools for effective decision making; and marketing strategy.
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MKTG-632 Understanding the Marketplace and Consumer (3)
This course provides students with an introduction to the fundamental principles of marketing needed for business, both profit and non profit. Includes an overview of products and new product development; pricing strategies including costing and financial analysis; and understanding the marketing environment including segmentation and targeting tools. Restriction: Marketing (MS) .
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MKTG-641 Digital Advertising and Search Engine Marketing (1.5)
The nature of digital marketing and e-commerce is constantly evolving and key issues change rapidly. This course, a blend of theory and practice, explores the best paradigms, practices, and principles of traditional, new, and emerging marketing techniques, along with their effects on individuals, audiences, publics, and cultures. Through readings, case studies, and hands-on projects, students gain understanding of successful online marketing strategies, user generated content, search, social media and networks, mobile, and web analytics. Prerequisite/Concurrent: MKTG-612 or MKTG-632 .
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MKTG-642 Managing Digital Brand Identities (1.5)
This course develops a greater understanding of current digital trends, strategies, and emerging marketing techniques, along with their effects on individuals, corporations, and non-profits. Through readings, case studies, and hands-on projects, students gain an understanding of web development, social media and community management, email and content marketing, A/B testing of digital assets, and e-commerce. Grading: A-F only. Prerequisite/Concurrent: MKTG-612 or MKTG-632 .
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MKTG-651 Strategic Marketing for Nonprofits (1.5)
This course explores the use of best practice strategies to meet the unique marketing requirements of nonprofit organizations in fields such as healthcare, education, global affairs, the arts, and the environment. Lectures and case studies focus on topics such as the development of three-sector (government-business-nonprofit) marketing alliances, volunteer recruitment, fundraising, and communications and branding as practiced by leading nonprofit organizations serving U.S. and global audiences. Prerequisite: MKTG-612 or MKTG-632 (MKTG-632 may be taken concurrently).
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MKTG-655 Entertainment Marketing (1.5)
This course explores marketing issues related to the entertainment industries. Students apply cutting-edge marketing principles, theories, and research tools to the marketing of products and services within the entertainment industry and to the use of entertainment to market products and services. The course uses a mix of cases, readings, and discussions with clients to enhance student skills and understanding of entertainment marketing strategy. Prerequisite: MKTG-612 or MKTG-632 (MKTG-632 may be taken concurrently).
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MKTG-661 Data Driven Marketing and Customer Management (3)
This course provides an overview of the data-driven marketing and customer management ecosystem. Increasingly, businesses are relying on data and analytics to build, execute, and optimize their campaigns across the customer lifecycle from marketing through customer management. Students learn to evaluate customer acquisition costs and lifetime customer value as key metrics for optimizing marketing spend and in-market campaigns. They develop customer selection models, and use customer database information for business planning and to enhance sales performance. They also learn how data and analytics play central roles in the ongoing customer management practices of today’s most successful companies. Includes real-world examples and case studies, as well as guest lecturers from experts in the field. Prerequisite: MKTG-612 or MKTG-632 .
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MKTG-671 New Product Management (3)
This course is an introduction to the marketing practices followed in developing and introducing new products. The course covers the tools and techniques used for identifying the market potential for a new product. Emphasis is placed on product positioning methods and strategies, consumer testing procedures, the new product diffusion process, sales and market share estimation, and product portfolio decisions. Students develop an understanding of the reasons why some new products succeed while others fail. Crosslist: MKTG-471 . Grading: A-F only. Prerequisite: MKTG-612 or MKTG-632 .
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MKTG-685 Topics in Marketing (1.5-3)
Topics vary by section. In depth coverage of rotating topics including qualitative and quantitative research methods on the Internet, web site design for e-marketing, etc. Repeatable for credit with different topic. Prerequisite: MKTG-612 or MKTG-632 .
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