Course Descriptions

For information about credits, directed studies, prerequisites, or other requirements, or for a hardcopy of this course listing, please contact the Undergraduate Program Office at (617) 353-2650 or upo forum@management.bu.edu.

Accounting

SMG AC221: Financial Accounting
Basic concepts underlying financial statements and accounting procedures used in preparing statements of financial position, income statements, and statements of cash flow. Stresses the interpretation, analysis, and evaluation of published financial statements.

SMG AC222: Managerial Accounting
Introduces the basic principles, methods, and challenges of modern managerial accounting. Covers traditional topics such as job-order costing, cost-volume-profit analysis, budgeting and variance analysis, profitability analysis, relevant costs for decision making, and cost-plus pricing. Also covers emerging topics such as Activity-Based Cost (ABC) accounting. The material is examined from the perspective of students preparing to use management accounting information as managers to support decision-making (such as pricing, product mix, sourcing, and technology decisions) and short- and long-terms planning; and to measure, evaluate, and reward performance. Emphasizes the relationships between accounting techniques and other organizational activities, such as strategy and motivation.

SMG AC345: Strategic Cost Accounting and Management
Principles, techniques, and challenges of modern cost accounting and cost management from a strategic perspective. In-depth coverage of topics such as product costing (including Activity-Based Costing and joint product costing), analysis of firms' cost structures, Value Chain analysis, and the provision and use of relevant information for strategic decisions. In addition, students learn to design and use various performance metrics and incentive schemes to influence and control the behavior of business units and individuals. A rigorous analysis of some widely-used financial and non-financial performance measures, such as Return on Investment, EVA, and the Balanced Scorecard is undertaken. The course also provides a theoretical framework and practical application to address various control issues, including transfer pricing issues and the design of management compensation packages.

SMG AC347: Intermediate Accounting I
Provides foundation for solving financial reporting issues through the study of the conceptual framework of accounting, recognition and measurement of current and non-current assets and current liabilities, and the development of the income statement and balance sheet.

SMG AC348: Intermediate Accounting II
Continues with providing a foundation for solving financial reporting issues through the study of long-term liabilities (including pensions, bonds, and leases), inter-period tax allocation, stockholder's equity, revenue recognition the statement of cash flows, accounting changes, and ratio analysis.

SMG AC414: Financial Statement Analysis
Analysis of corporate financial statements. Includes profitability analysis, liquidity and solvency analysis, the incentives of management in corporate reporting, and the use of accounting information in efficient capital markets.

SMG AC469: Principles of Income Taxation I
Covers federal income tax law common to all taxpayers—individuals, partnerships, corporations—and tax returns for individuals. Specific topics include tax accounting, income to be included and excluded in returns, tax deductions, ordinary and capital gains and losses, inventories, installment sales, depreciation, bad debts, and other losses.

SMG AC541: Advanced Accounting I
Examines accounting principles and practices related to business combinations and foreign operations (accounting for mergers and acquisitions, constructing consolidated financial statements, recording foreign currency transactions and hedging exchange risk, translating foreign subsidiaries' local currency financial statements), business segments, reporting for local governments, and the impact of the SEC and international standards on financial reporting.

SMG AC544: International Accounting 2 credits
Prerequisite: SMG AC221. Current international accounting regulations and practices are discussed. Focuses on the impact of international accounting regulations and practices upon multinational corporations' financial planning, their economic consequences, and international financial statement analysis. Additional discussions deal with joint ventures, foreign currency transactions and translation of foreign financial statements, international taxation, and international standards and organizations.

SMG AC555: Not for Profit Accounting 2 credits
Prerequisite: SMG AC348. This course deals with the principles of accounting and reporting for nonprofit organizations and local government.

SMG AC565: Auditing
Introduces the basic concepts underlying auditing and assurance services (including materiality, audit risk, and evidence) and demonstrates how to apply those concepts to audit and assurance services through financial statement audits.

SMG AC579: Principles of Income Taxation II
Covers certain common and special Federal tax laws for individuals, partnerships, corporations, estates, trusts, and miscellaneous entities. Specific topics include income tax returns for partnerships, business corporations, special corporations, decedents, estates, and trusts. Survey coverage of corporate liquidations, pension and profit-sharing plans, IRS audits, and estate and gift taxes.

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Finance

SMG FE323: Financial Management
Introduces students to the themes of financial decision making: valuation and risk management. The focus is on the problems of forecasting, capital budgeting, working capital management, project risk management, and financing in a cross-functional context. A semester-long business plan project explores the interaction between marketing, operations, management information systems, and finance decisions. The course compares the financial objectives of the manger and the investor. Introduction to securities valuation, portfolio diversification and the cost of capital.

SMG FE427: International Financial Management
Managing financial risk in the global environment. Determination of exchange rates. Latest developments in foreign exchange markets, forwards, futures, options and swaps, opportunities and problems arising from international portfolio diversification. Analyzes and discusses tools of currency risk management. European Monetary Systems; emerging capital markets; international diversification.

SMG FE429: Futures, Options, and Financial Risk Management
Covers the theory of futures pricing and option pricing, and applies the theory to develop a framework for analyzing hedging and investment decisions using futures and options. Attention is paid to practical considerations in the use of these instruments, especially in financial risk management.

SMG FE442: Money, Financial Markets, and Economic Activity
The role of money and importance of interest rates in determining economic activity; determinants of level of interest rates. The nature and operation of central banks; the goals and instruments of monetary policy. The role of depository and non-depository financial institutions. The characteristics of primary and secondary markets; money and capital markets; instruments traded in these markets. Role of derivative securities and issues in the financial system.

SMG FE445: Investment Analysis and Portfolio Management
Introduction to the investment management process. Defining investment objectives and constraints. Introduction to Modern Portfolio Theory, CAPM, APT, Efficient Markets, stock and bond valuation models. Immunizing interest-rate risk. Active vs. passive investment strategies, fundamental vs. technical; analysis, trading practices, and performance evaluation. Introduction to the role of futures and options in hedging and speculation. Students are expected to become familiar with current events in the financial news.

SMG FE449: Corporate Financial Management
The financial manager's role in obtaining and allocating funds. Debt and dividend policies, obtaining financing to expand a business, valuation of companies, mergers and acquisitions, and capital investment analysis. Emphasizes constructing and using financial models, and using spreadsheets. Applications to current events and everyday business finance problems.

SMG FE469: Real Estate Finance
Introduces methods of evaluating real estate investment properties. Reviews major topics relevant to the real estate development and financing process.

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Management Information Systems

CAS CS108: Introduction to Applications Programming
Introduction to programming in C++ and Visual Studio for Unix and Windows platforms. Design, development, and testing of object-oriented programming projects. Students learn basic principles of software engineering while completing a large team project. (Does not count for CS concentration credit.)

CAS CS111: Introduction to Computer Science I
Develops basic skills in computer programming using the C++ programming language.

SMG IS323: Introduction to Information Systems
An introduction to computer-based information systems. Surveys the hardware, software, and systems used to solve business-related problems. Overviews the role of information systems in new product development, innovation, and competitive performance in a global environment. Develops skills for managerial use of decision-support systems and systems development. Includes a team-based, semester-long business-plan project that explores the interaction between marketing, operations, management information systems, and financial decisions.

SMG IS369: Designing Information Systems
Studies the process of designing and implementing management information systems. Students will learn to analyze organizational information requirements, develop specifications for information systems, manage systems development projects, and understand implementation issues. Design support tools will be used to support the design process. Includes a project to design an information system.

SMG IS465: Managing Data Resources
Provides a practical and theoretical introduction to data management, focusing on the use of relational database technology and SQL to manage an organization's data and information. Introduces recent topics and such as data warehouses and Web databases. Includes a project to design and implement a relational database to manage an organization's data.

SMG IS467: Networking and Data Communications
Introduces technologies, policies, and management and organizational concepts critical to understanding the role of data communications in a rapidly changing business and social environment. The material focuses on the data communications industry, core technologies, management and use of communications technologies, policies, and organizational issues.

SMG IS472: Electronic Commerce
The Internet and more specifically, the World Wide Web has brought about significant change in the way business in conducted. The rules and business models, however, for the new economy are still in their infancy. This course provides a grounding in the concepts of electronic commerce, and then moves to an examination of the emergent and emerging business models. The IT/IS infrastructure that supports these various business models is addressed, particularly architecting systems including privacy and security issues.

SMG IS479: Innovating with Information Technology
Surveys the organizational implementation, uses, and impacts of advanced information technology, including decision-support systems, management support systems, expert system, electronic mail, etc. Includes a group project to design and develop a decision support system.

 

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Marketing

SMG MK323: Marketing Management
Introduces students to the field of marketing management: analysis, planning and implementation of marketing strategies as the means for achieving an organization's objectives. Students analyze cases and participate in workshops that focus on key marketing management tasks: marketing research, consumer behavior, segmentation and targeting, sales forecasting, products and brand management, distribution channels, pricing, and promotion and advertising strategies. A semester-long business-plan project explores the interactions and the cross functional integrations between Marketing, Operations, Management Information Systems, and financial decisions.

SMG MK445: Consumer Behavior
Provides insight into the motivations, influences, and processes underlying consumption behavior. Considers relevant behavioral science theories/frameworks and their usefulness in formulating and evaluating marketing strategies (i.e., segmentation, positioning, product development, pricing, communications).

SMG MK447: Marketing Research
Introduces tools and techniques of marketing research as an aid to marketing decision- making. Covers definition of research problems, selection of research methodologies, design of research projects, interpretation of research results, and translation of research results into action.

SMG MK449: Business Marketing
Explores in-depth the unique aspects of marketing to business and institutional customers in an increasingly complex, competitive and global marketplace. The course exposes students to a wide range of industrial products and services, and the technology, demand, competition, and requirements for success that characterize each of them. Topics include marketing strategy, organizational buyer behavior, business market segmentation, market development, product development, B-to-B e-commerce, pricing, marketing channels, and business marketing communications, in the context of the US as well as global markets. The course is taught through lectures, case discussions, and presentations and is designed to develop the analytical, decision-making, and communication skills of the students.

SMG MK463: Customer Service Management
This course covers a wide array of topics relating to customer service management and will focus on the role of marketing in managing services. Students should, however, expect to be addressing human resource, information management, operational, and financial overlaps with marketing throughout the course. The strategic application of marketing requires cross-functional integration; this is particularly true when one speaks about the marketing of services. There is no hard and fast line drawn between products and services. No product is sold without supporting services (the sales function, after-sales support services, etc.). Similarly, many services rely on product support (e.g., textbooks to support educational services). Therefore, while the focus of the course is clearly on services, there will be discussion of how services support products as well. The course will consist of case analyses, articles, and text readings, and an applied service marketing team project for a real organization (for an an organization which has requested a student team to address its customer service issues). The final deliverable for this project is a team consulting project for the organization and a final consulting presentation to the class and the organization's representative(s).

SMG MK465: Retailing Management
The management of small and large retail institutions. Topics include buying, merchandising, pricing, promotion, inventory management, customer service, control, and location selection.

SMG MK466: Distribution and Sales
Provides students with a working knowledge of sales and its management by spending time in the field with sales professionals, and by discussion, lecture, and role playing. Gives students a chance to understand and practice sales activities that are consultative in nature, and to understand firsthand the activities of a business that produces income.

SMG MK467: International Marketing Management
Develops a critical appreciation of both the opportunities and challenges associated with the increasing globalization of markets. Students will learn about the key environmental forces shaping the needs and preferences of the global consumer and the impact of foreign political, and economic factors on the marketing mix.

SMG MK468: Advanced Marketing Strategy
Provides the insight and skills necessary to formulate and implement sound marketing strategies. The process of strategy formulation is divided into three stages: strategic analysis, strategic decision-making, and implementation of strategies. Specific topics include strategic planning, customer decision-making, life cycle, segmentation, product positioning, market response, competitive behavior, new product development, product line management, and the marketing plan. Includes both lectures and case analyses.

SMG MK469: Advertising and Communication Strategy
Marketing communication strategy has moved beyond advertising to include promotions, direct marketing, public relations, the Internet, and more. This course focuses on developing marketing communication strategy that integrates these tools for more efficient and effective communication. Topics include the establishment of objectives based on a situation analysis, developing subsequent messages, creative and media strategies, budgeting, effectiveness testing, and client/agency relationships.

SMG MK486: E-Commerce Marketing
This course is an in-depth look at e-commerce from a marketing perspective. Topics include an investigation of current e-business models, Web site analysis, customer acquisition and retention strategies, and consumer behavior on the Internet. Students explore e-commerce marketing through lectures, class discussion, guest speakers, text readings, cases, and interactive exercises.

SMG MK487: Product and Brand Management
Developing marketing strategies for consumer goods and services in all phases of the product life cycle. Emphasizes the development of new products and services, the marketing programs used to implement their introduction in dynamic product categories, and the management of existing products and services in established categories.

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Operations & Technology Management

SMG OM323: Operations and Technology Management
Focuses on the elements of operations management that are of particular importance in the context of new product development. These include: product and process design, process analysis, supply chain configuration, inventory management, and capacity and production planning. A semester-long business-plan explores the interaction between Marketing, Operations, Management Information Systems, and financial decisions.

SMG OM440: Operations Strategy
Explores the ability of an organization's operations to satisfy its strategic requirements. Students investigate the influence of decisions made about the structure (capacities, facilities, technology, and vertical integration) and about the infrastructure (workforces, quality, production planning and control, and organization) of an organization's operations and capabilities. These decisions are then considered in the context of two performance improvement plans used by organizations. These performance plans include quality management, JIT, reengineering, supply chain management, strategic alliances, and performance management.

SMG OM441: Operations Analysis
This course presents tools and modeling frameworks that are relevant to solving today's supply chain problems. The class will be a mixture of case discussions, lectures, games, and outside speakers. Case discussions will cover subjects including designing new product supply chains, optimizing inventory levels, quick response, and capacity management. Lectures will provide the theoretical foundation for the course; the major subjects will be inventory theory and forecasting. Although the course is not overly focused on mathematics, enough detail will be provided so that students can apply the material in practice. Games including the distribution game, the OPT game, and the Beer Game will reinforce the concepts in a constructive way. Finally, outside speakers will present real-world examples of how supply chain models are being developed in practice. This course has been designed for students who will be working in consulting or supply chain management after graduation. For students majoring in areas like Finance or Marketing, it is a solid exposure to an area that is integral to any product-focused company.

SMG OM447: Operations Management in Service Sector
Prerequisite: SMG OM323. Introduces students to the special challenges of managing service organizations. Structured around the service quality gap model, the course demonstrates that a service manager must combine operations, marketing, and human resource skills into an integrated “service system general manager” approach. The course incorporates the following topics: service strategy, service system design, service quality, multi site services and technology in services.  

SMG OM456: Technology and Management
Prerequisite: SMG OM323. Focuses on the processes of technological innovation and its benefits, costs, and risks for organizations. Topics include disruptive and sustaining innovation, new product and process introduction, technology strategy, and assessment frameworks.  

SMG OM465: Improving Quality: Six Sigma Certification
Six Sigma quality programs help companies deliver near-perfect products and services. It has not only changed the quality "DNA" of leading companies around the world, but also emerged as a key factor in promotions and salaries. People trained as Six Sigma experts are highly sought after on the job market. This course will make you proficient in Six Sigma including its underlying philosophies, tools (for example, statistical process control), and implementation. You will also complete a real Six Sigma quality improvement project with an organization in or around BU - after which you will be certified as a "green belt" in quality management. This course is also designed to prepare you so that when you complete one or more quality project in your post-BU career, you will be ready to test for your "black belt."

SMG OM467: International Supply Chain Management
Aims to develop an understanding of the nature of international problems associated with the supply, distribution, and sourcing of products. Issues such as the operational support of market development in foreign countries, international sourcing, country analysis, and the management of supply and distribution activities are covered. A team project is required.

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Organizational Behavior

SMG OB221: Dynamics of Leading Organizations
Studies human behavior in organizational settings. Theory and findings from the behavioral sciences are used to analyze case examples from organizations and the student's fieldwork in organizations. Topics include leadership, motivation, groups, and influence.

SMG OB441: Human Resource Management
This course introduces students to the field of human resource management (HRM).  The course emphasizes the strategic importance of effective human resource management to the success of any organization.  Specific topics covered include:  job design and workforce planning, recruiting and selection, training and development, performance management and rewards, employee and labor relations, and retention.  Particular attention is paid to the ways in which organizations' strategies and practices around these issues contribute to the strategic objectives of the organization.  A number of individual and group projects will provide students with an opportunity to develop skills in making decisions from both the human resource manager's and the general manager's perspective.

SMG OB442: Effective Group Dynamics
Provides an opportunity for students to develop an in-depth understanding of effective group dynamics and their own behavior in groups. Students have the opportunity to enhance communication skills, develop the ability to give and receive feedback, and gain skills in leadership and conflict management.

SMG OB444: International Management
Examines the many dimensions of managing people in the global organization. Topics include understanding and valuing cultural differences, as well as career management in global organizations.

SMG OB445: Managing the Family Firm
Explores the unique challenges and opportunities involved in managing a family-owned firm. Topics include the decision to join the family firm, establishing credibility, stages of family business growth, and organizational development and succession.

SMG OB448: Negotiations
Focuses on the problems and possibilities of effective negotiations, conflict management, and power and influence at work and in other settings. Emphasizes developing both intellectual knowledge of approaches to negotiation, conflict, and organizational influences, and practical skills in applying that knowledge to various situations.

SMG OB449: Managing a Global Workforce
Managers in today's global organizations are working with and supervising an increasingly diverse workforce. This course focuses on the implications for human resource management, team and interpersonal relationships, conflict resolution, and career management.

SMG OB460: Leadership
Explores the nature of leadership in theory and practice. Emphasizes the perspective that leaders are needed at all levels in organizations. In addition to studying leaders, students use self-assessment as an initial step in creating a plan for personal leadership development.

SMG OB467: Human Resources Management
This course introduces students to the field of human resources management (HRM). This course emphasizes the strategic importance of effective human resource management to the success of any organization. Specific topics covered include: job design and workforce planning, recruiting and selection, training and development, performance management and rewards, employee and labor relations, and retention. Particular attention is paid to the ways in which organizations' strategies and practices around these issues contribute to the strategic objectives of the organization. A number of individual and group projects will provide students with an opportunity to develop skills in making decisions from both the human resource manager's and the general manager's perspectives.

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Quantitative Methods

SMG QM450: Modeling in Excel
There are two main goals for the course: (1) to improve students' ability to think logically about and to structure complex managerial problems, and (2) to improve students' ability to develop Excel-based spreadsheet models that can be used to improve managerial decision-making significantly. The course will be taught almost entirely by example, using problems from the main functional areas of business - Finance, Operations, and Marketing. Students will learn about the two main types of modeling approaches: optimization models, i.e., models that can help find the "best" solution; and simulation models, i.e., models that allow explicit consideration of risk trade-offs associated with alternatives.

SMG SM221: Probabilistic and Statistical Decision-Making for Management
Exposes students to the fundamentals of probability, decision analysis, and statistics, and to their application to business. Topics include probability, decision analysis, distributions, sampling, estimation, hypothesis testing, and control charts.

SMG SM222: Modeling Business Decisions and Market Outcomes
Examines the use of economic and statistical tools for making business decisions. Topics include optimization (including linear programming), multiple regression, demand modeling, cost modeling, industry analysis (including models of perfect competition, monopoly, and oligopoly), and game theory. The course emphasizes modeling with spreadsheets.

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Strategy & Policy

SMG IM345: International Management Environment
Deals with international economic theories and explores the intersection between theory and practice. Determinants of international trade and payments: international trade theory and policy, and balance-of-payments accounting. Explores the implications of trade-promoting and trade-inhibiting institutions and practices: WTO, NAFTA, European Union, etc. Introduces cultural, political, and demographic issues for international managers.

SMG IM445: International Management Policy
Analysis of the strategic and operational issues that arise from the international nature of multinational corporations' activities. Issues covered include alternative internationalization strategies, interaction between firms and governments, dealing with global competitors, and staffing and organizational implications of cross-border operations.

SMG LA245: Introduction to Law
The course is designed to provide a broad overview of the US judicial system and fundamental legal issues. The course examines dispute resolution, torts, contracts, criminal law, business organizations, employment law, intellectual property, and international law. The goal is to understand not only the basic rules of law but also the underlying social policies and ethical dilemmas.

SMG LA346: Law and Ethics
This course explores ideas of right and wrong. The class examines contemporary social problems from the varied perspectives of the law, philosophy, and the arts. The class reads major Supreme Court decisions, plays, Congressional testimony, short stories, and philosophical essays, and then applies the ethical ideas to a very wide variety of current issues, including: the right to privacy, free speech, diversity and oppression, freedom of religion, product liability, worker safety, employee privacy, whistle blowing, and advertising.

SMG LA349: The Law of the Internet
E-commerce and the Internet are shaking up the law, highlighting its inherent tension between stability and change. What challenges does online business pose to traditional legal rights and principles? How is the law coping with those challenges? This course examines and discusses a number of topics: governmental regulation, taxation, and censorship of the Internet; how e-commerce does-or does not-change the rules of contract formation; the impact of online publishing on copyright law; cyber piracy and trademark protection; online stock offerings and the Securities and Exchange Commission; the relationship between hyper linking and claims of unfair competition; and how courts determine jurisdiction for claims that arise in cyberspace. This course will focus on why the law has evolved as it has, and whether the law's current evolution adequately addresses the needs of e-commerce, for both business and consumers.

SMG LA355: Employment Law
An in-depth look at the legal issues involved in the employer/employee relationship. Such topics include: discrimination, affirmative action, harassment, the hiring process, employee training, and terminating employees (for cause, layoffs). Discussions will focus on the duties and rights of both parties through the stages of employment, from hiring and managing your workforce, to benefits, conditions of employment, and downsizing.

SMG LA450: Advanced Business Law
Prerequisite: SMG LA 245. Takes a closer look at the legal issues surrounding businesses, from purchasing contracts, rights and responsibilities for breaches of those contracts, commercial financing, the Uniform Commercial Code, bankruptcy, products liability, real estate and more. The emphasis is on understanding legal issues as a component of good business planning. Group work to draft contracts and leases and negotiate terms.

SMG MG422: Strategy and Policy
Issues and problem-solving approaches peculiar to the management of an organization and strategic decision making. Addresses major tasks of management, including such issues as setting strategic vision and goals; and formulating, implementing, and evaluating strategy and tactics in the context of a global, domestic, and industrial environment.

SMG MG 444: Entrepreneurship
Addresses the specifics of planning a business startup or expanding and altering and existing business, including the feasibility of ideas, market definition, management, and operations and financing requirements. A hands-on, experiential learning course requiring integration of previous coursework into a coherent, realistic business plan. Helps students assess and develop their own particular idea and to consider the appropriateness for them of entrepreneurship as a career choice

SMG MG449: Corporate Entrepreneurship and Innovation
Prerequisites: SMG FE323, SMG IS323, SMG MK323, SMG OM323. Explores the opportunities and challenges confronting established enterprises as they seek to develop a spirit of entrepreneurship and innovation. This spirit is particularly important in an increasingly dynamic business climate, as these enterprises strive to implement new technologies and take advantage of global opportunities. The course will also focus on issues of implementation in large firms, including the tradeoffs associated with modifying practices that have been effective historically, but may not be best suited to new initiatives.

SMG MG445: Small Business Management
Designed to help students understand the intricacies of running a small company. Addresses the major problem-areas in smaller companies, including valuation, negotiation, deal structure, personnel and compensation, and marketing and financing. Exposes students to a wide range of business activities, emphasizing significant differences between large and small enterprises.

SMG MG468: Strategy in High Technology Environments
This class builds upon the core course in strategic management by considering the special strategic implications of competing in high technology environments. The course examines winner-take-all industries in which firms compete fiercely to have their product chosen as the dominant standard, and industries where success is determined not only by a product's features and price, but also by the availability of complementary products and well-chosen alliances.

SMG MG471: International Entrepreneurship
This course is designed for students who may at some point be interested in pursuing managerial careers in the international entrepreneurial sector, and covers the development of skills to identify, evaluate, start, and manage ventures that are international in scope. Over the course of the semester, the class will "travel" to more than fifteen countries on five continents, and analyze operations at each stage of the entrepreneurial process. The course will cover market entry, forming alliances, negotiations, managing growth and cross-border financing. Support from local governments, and the cultural, ethical, legal, and human resource issues facing the entrepreneur will also be touched upon.

SMG MG472: Women Entrepreneurs and Leaders
Women's roles in creating and leading organizations. The course examines the issues, challenges and opportunities women face in leading or creating companies, explores organizational policies developed to facilitate women's advancement and participation in companies, and helps students develop strategies for effectively managing their leadership or entrepreneurial career. These topics are discussed from macro environmental, business policy and individual perspectives. Students will study the history and perspectives on women in the workforce, conduct an interview with a woman leader or entrepreneur, analyze effectiveness of a company policy affecting women and men in an organization, and write a personal action plan for leading a business. Topics include: Why study women entrepreneurs and leaders? Does gender matter in business? How do organizations implement effective policies affecting men and women? Are career challenges different for men and women leaders and entrepreneurs? This course is appropriate for students who are junior standing, and will count as an elective for concentrators in entrepreneurship, organizational behavior or general management.

SMG SM121/122: Management as a System
Introduces students to management through a cross-disciplinary curriculum, emphasizing the interdependencies within organizational systems. Includes weekly lectures that provide background information and theory and bi-weekly discussion sections that offer a close examination of assigned material in small classroom environments, inviting students to participate actively in the learning process. Required computer and professional skills laboratories provide students with essential computer, communication, and analytical skills.

SMG SM299: Management as a System (Intensive)
For transfer students or those who did not complete SM121/122 (see above).
Focuses on managerial functions and the relationships between those functions. The integration of perspectives is necessary to ensure that the individual student understands the complexity, challenge, and excitement of modern management in the global organization. Emphasis is placed on analytical skills, written analysis, oral presentation, and the effect of teamwork on learning.

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