Leadership and Management

Leadership and Management Course Offerings

Leadership and Management course offerings will be found under the 4 letter code of LRSP in the course listings. These courses do not apply toward the Business Administration major.  See the Business Administration Course Descriptions for the leadership and management courses that apply toward the B.S. degree in Business Administration.

201 – Accounting for Managers (3)

This course covers financial accounting concepts and provides an introduction of managerial accounting concepts. Emphasis is placed on understanding how economic transactions impact financial statements. The accounting equation model as well as the financial statements model is used for this purpose. Vertical analysis, horizontal analysis and ratios are used to evaluate a company’s performance. Managerial accounting is introduced and contrasted with financial accounting. Topics include: the accounting equation, elements of financial statements including public disclosures of Notes to Financial Statements and Management Discussion and Analysis, filings with the SEC, financial ratios and analysis well as budgeting. (Credit is not granted for both LRSP 201 and LRSP 302 or LRSP 201 and ACCT 201.)

302 – Financial and Managerial Accounting Policy (6)

Applies and integrates financial and managerial accounting policy in a management framework. Emphasis is placed on using accounting data to make managerial decisions and assess performance. Leadership and management aspects of accounting are consider ed. Topics include: Generally Accepted Accounting Principles- Generally Accepted Auditing Standards and Statements on Management Accounting- cost-volume-profit relationships- activity-based costing- operational and capital budgeting- and financial statement analysis.

305 – Public Sector Management (3)

This course provides an overview of the  theoretical foundations, structures, and processes of public and nonprofit organizations, as well as their historical development and socioeconomic environment, and the complexities of managing in public and nonprofit organizations.

306 – Economics for Business (3)

This course provides students with a general overview of economic tools and concepts used by managers in making effective business decisions. Students study theories of producer and consumer behavior, externalities, income distribution, monetary and fiscal policy, employment, inflation, gross domestic product, and economic growth. Students integrate essential global considerations into the study of economic decision making. Application of microeconomic and macroeconomic theory to management decision making is stressed. (Credit is not granted for both LRSP 306 and LRSP 304.)

311 – The Management Process (3)

This course examines management theory and practice as a unified body of knowledge. The course covers historical development of management theory, the nature and purpose of organizations, and the functions, strategies, structures, and a sampling of challenges facing management in contemporary organizations. Emphasis is placed on the roles of executives managing organizations, improving their performance, and achieving desired operating results. Experiential exercises, cases, and other strategies are applied to enhance learning the theory, and to acquire, enhance, and integrate key management skills related to managing contemporary work organizations.

316 – Quantitative Methods and Statistics Modules (3)

The ability to work with and effectively use quantitative data to make decisions is a fundamental skill in every management function. This course will provide students with fundamental quantitative skills for analyzing data and making good decisions. Specifically, this course will provide a fundamental understanding of probability and develop skills in quantitative problem structuring, basic forecasting methods, and basic optimization techniques for planning and resource allocation. (Credit is not granted for both BPST 316 and LRSP 316)

331 – Organizational Behavior (3)

This course explores human behavior in work organizations from the perspective of a practicing manager. Individual and group behavior are examined as critical factors in developing ethical work practices, with special attention being given to effective, successful communication, motivation, leadership, and organizational culture. Assessments of internal and external environments are studied as they relate to interpersonal skills and needs in a dynamic world. (Credit is not granted for both LRSP 331 and LRSP 301.)

343 – Leadership Theory and Practice (3)

This course involves study of contemporary leadership theory, with emphasis on practical application of those theories. Characteristics of effective leaders, contemporary leadership models, strategic leadership, ethics, power, politics, influence tactics, teamwork, motivation and coaching skills, creativity and innovation, communication, and conflict resolution, are discussed. Students have opportunities to explore personal leadership styles, learn how to modify them, how to apply them effectively in their work, and write a personal vision statement. Experiential exercises, cases, and other strategies are applied to enhance learning theory and acquire, enhance, and integrate leadership skills related to leading contemporary work organizations. (Credit is not granted for both LRSP 343 and LRSP 301.)

344 – Financial Management (3)

Prerequisite: ACCT 201 or equivalent. This course studies financial management, with an emphasis on using the financial statements and other financial data to make decisions to improve the organization’s economic performance. Topics include financial management principles and concepts, financial risk, working capital management, time value of money, cost of capital, stock and bond valuation, and the financial regulatory environment.

406 – Human Resource Management (3)

This course examines the principles and practices of human resource management, including recruiting, hiring, orienting, training, developing, disciplining, rewarding, and recognizing employees. The evolving strategic role of human resource professionals and HR practices are delineated and discussed. (Credit is not granted for both LRSP 406 and LRSP 405 or LRSP 430.)

407 – Employment Law (3)

Prerequisite: BPST 314 or equivalent. This course emphasizes federal employment statutes including Title VII, Fair Labor Standards, Americans with Disabilities Act, Family and Medical Leave Act, Age Discrimination in Employment Act, and other federal statutes. Cases are used to illustrate the various federal courts’ interpretation of the federal statutes. Federal agencies such as Equal Employment Opportunity Commission and Department of Labor and their guidelines are also studied. (Credit is not granted for both LRSP 407 and LRSP 405 or LRSP 431.)

412 – Marketing for Managers (3)

From a marketing manager’s perspective, this course builds upon the foundation of marketing knowledge found in the classical strategic factors of price, product, place, and promotion. In addition, contemporary competitive factors of quality, speed, innovation, and customer service are considered. Additional topics include service strategy, development of service systems, differentiating services from products, the role of the Internet, and the application of key marketing concepts to a variety of profit and nonprofit organizations. Attention is given to developing a knowledge base of fundamental marketing research techniques, a basic understanding of free market economics, and the importance of marketplace information to marketing practices. (Credit is not granted for both LRSP 412 and LRSP 404 or LRSP 410.)

433 – Production/Operations Management (3)

Prerequisites: BPST 316 and LRSP 305 or LRSP 311 or equivalents. This course examines current concepts and methods of managing operations and production for the manufacturing and service industries. It presents quantitative and qualitative techniques for product and service design, process analysis, job design and measurement, facility layout, waiting line management, material and customer requirements, control, and scheduling. This course also explains concepts and models of supply chain management and total quality management focusing on Six Sigma.

434 – International Management (3)

Prerequisites: LRSP 311 and LRSP 412 or equivalents. ATC Designation: Global Inquiry, This course studies the role of managers in global markets and international organizational settings. Topics in this class include the following areas: the external economic and political environment, international strategic planning, partnerships and alliances, global human resource management, managing technology, product and service design, and ethics and leadership as a global manager. This course utilizes innovative learning techniques and case study analysis from a variety of national, multinational, and global firms. (Credit is not granted for both LRSP 434 and LRSP 350.)

435 – Leadership, Innovation, and Creativity (3)

Prerequisite: LRSP 331 or LRSP 343 or equivalent. This course focuses on the role of leaders in developing an innovative organization and managing creative employees. Topics include the creative/innovation process, management of innovation, and the individual and team based skills necessary for organizational success in an increasingly global, competitive environment. (Credit is not granted for both LRSP 435 and LRSP 310.)

460 – Leadership Strategy and Policy (3)

This course studies the formulation and direct application of strategy at the business and corporate levels. Emphasis is given to the role of leadership in strategic planning and thinking. Through the use of a variety of instructional techniques, e.g., computer-based simulations and case studies, students learn to make critical leadership decisions concerning organizational policy, competitiveness, operational and marketing tactics, and the role of corporate governance while addressing ethical considerations. (Must be taken during final semester of enrollment in the program. Credit is not granted for LRSP 460 and LRSP 461.)

471 – Special Topics (3-6)

Prerequisite: Topic dependent. Selected topics are reflective of faculty specialization or program needs. The purpose of this course is to provide opportunities for concentrated study or to equip students with specialized knowledge and competencies that are required of leaders. May be repeated for credit with a change in topic.

491 – Directed Study (1-6)

Prerequisites: Senior standing and permission of Associate Dean for Faculty. This is an individual study under faculty direction on a topic of relevance to the leadership and management concentration.

499 – Internship (1-6)

Internships offer students opportunities to experience various fields of employment while working with a variety of organizations on important and challenging projects. These experiences augment classroom learning while allowing on-the-job training. Interested students should contact the Associate Dean for Faculty for further information about internship opportunities.