Subject: Management (MGMT)

CRN: 22048

In Person | Lecture

St Paul: McNeely Hall 230

St Paul: In Person

  Rod Hagedorn

This course focuses on the knowledge and skills students need to successfully start their careers. This includes understanding that: organizations differ including having unique cultures which is important to consider when choosing an organization to work for; they are leaders and as leaders they need to take initiative and influence others; and, other individuals are different from them and adaptation to those differences is important. Skills developed include initiative, influence, decision making, and behavioral adaptation to be more a more effective team member and leader. Prerequisites: Sophomore standing.

2 Credits

Subject: Management (MGMT)

CRN: 22051

In Person | Lecture

Minneapolis: Schulze Hall 407

  Kristine Rauenhorst

This course focuses on the knowledge and skills students need to successfully start their careers. This includes understanding that: organizations differ including having unique cultures which is important to consider when choosing an organization to work for; they are leaders and as leaders they need to take initiative and influence others; and, other individuals are different from them and adaptation to those differences is important. Skills developed include initiative, influence, decision making, and behavioral adaptation to be more a more effective team member and leader. Prerequisites: Sophomore standing.

2 Credits

Subject: Management (MGMT)

CRN: 22054

In Person | Lecture

St Paul: McNeely Hall 111

  Anastasiia Agolli

This course focuses on the knowledge and skills students need to successfully start their careers. This includes understanding that: organizations differ including having unique cultures which is important to consider when choosing an organization to work for; they are leaders and as leaders they need to take initiative and influence others; and, other individuals are different from them and adaptation to those differences is important. Skills developed include initiative, influence, decision making, and behavioral adaptation to be more a more effective team member and leader. Prerequisites: Sophomore standing.

2 Credits

Subject: Management (MGMT)

CRN: 22053

In Person | Lecture

St Paul: McNeely Hall 117

  Anastasiia Agolli

This course focuses on the knowledge and skills students need to successfully start their careers. This includes understanding that: organizations differ including having unique cultures which is important to consider when choosing an organization to work for; they are leaders and as leaders they need to take initiative and influence others; and, other individuals are different from them and adaptation to those differences is important. Skills developed include initiative, influence, decision making, and behavioral adaptation to be more a more effective team member and leader. Prerequisites: Sophomore standing.

2 Credits

Subject: Management (MGMT)

CRN: 22049

In Person | Lecture

St Paul: McNeely Hall 230

St Paul: In Person

  Rod Hagedorn

This course focuses on the knowledge and skills students need to successfully start their careers. This includes understanding that: organizations differ including having unique cultures which is important to consider when choosing an organization to work for; they are leaders and as leaders they need to take initiative and influence others; and, other individuals are different from them and adaptation to those differences is important. Skills developed include initiative, influence, decision making, and behavioral adaptation to be more a more effective team member and leader. Prerequisites: Sophomore standing.

2 Credits

Subject: Management (MGMT)

CRN: 22050

In Person | Lecture

Minneapolis: Schulze Hall 407

  Kristine Rauenhorst

This course focuses on the knowledge and skills students need to successfully start their careers. This includes understanding that: organizations differ including having unique cultures which is important to consider when choosing an organization to work for; they are leaders and as leaders they need to take initiative and influence others; and, other individuals are different from them and adaptation to those differences is important. Skills developed include initiative, influence, decision making, and behavioral adaptation to be more a more effective team member and leader. Prerequisites: Sophomore standing.

2 Credits

Subject: Management (MGMT)

CRN: 22055

In Person | Lecture

St Paul: McNeely Hall 116

  Anastasiia Agolli

This course focuses on the knowledge and skills students need to successfully start their careers. This includes understanding that: organizations differ including having unique cultures which is important to consider when choosing an organization to work for; they are leaders and as leaders they need to take initiative and influence others; and, other individuals are different from them and adaptation to those differences is important. Skills developed include initiative, influence, decision making, and behavioral adaptation to be more a more effective team member and leader. Prerequisites: Sophomore standing.

2 Credits

Subject: Management (MGMT)

CRN: 22056

In Person | Lecture

St Paul: McNeely Hall 116

  Anastasiia Agolli

This course focuses on the knowledge and skills students need to successfully start their careers. This includes understanding that: organizations differ including having unique cultures which is important to consider when choosing an organization to work for; they are leaders and as leaders they need to take initiative and influence others; and, other individuals are different from them and adaptation to those differences is important. Skills developed include initiative, influence, decision making, and behavioral adaptation to be more a more effective team member and leader. Prerequisites: Sophomore standing.

2 Credits

Subject: Management (MGMT)

CRN: 22052

Online: Asynchronous | Lecture

Online

  Rod Hagedorn

This course focuses on the knowledge and skills students need to successfully start their careers. This includes understanding that: organizations differ including having unique cultures which is important to consider when choosing an organization to work for; they are leaders and as leaders they need to take initiative and influence others; and, other individuals are different from them and adaptation to those differences is important. Skills developed include initiative, influence, decision making, and behavioral adaptation to be more a more effective team member and leader. Prerequisites: Sophomore standing.

2 Credits

Subject: Management (MGMT)

CRN: 22057

Blended Online & In-Person | Lecture

St Paul: McNeely Hall 111

Online

Requirements Met:
     Busn Healthcare Minor Approved

  Marcella de la Torre

This course will introduce students to the complexity of risk faced within the health care system.  They will understand the nature of risk faced by government, health care institutions, and individuals. They will see how risk is often the unintended consequence of government policy and organizational strategy. They will also review how health care and government organizations are redesigning themselves in order to take a more directed role in managing risk.

4 Credits

Subject: Management (MGMT)

CRN: 22058

In Person | Lecture

St Paul: McNeely Hall 115

Requirements Met:
     Writing to learn

  Liz Welsh

This course is designed to prepare students to be successful human resource generalists, general managers or entrepreneurs. These careers require both HR knowledge and interpersonal skills. Thus, this course focuses on the concepts, research and practice of employee and labor relations and related organization processes that impact employee behavior. Topics include leadership, worker representation, conflict resolution and negotiation, performance management, employee counseling and discipline, and health and safety. Prerequisites: MGMT 200 or MGMT 305 and Sophomore standing

4 Credits

Subject: Management (MGMT)

CRN: 22059

In Person | Lecture

St Paul: McNeely Hall 117

  Kelly Leiker

This course focuses on the knowledge and skills needed to design, implement, and manage change at the organizational, group, and employee levels. Topics include understanding reactions to and resistance to change, distinguishing between types and levels of change, designing change initiatives and how to lead and sustain change successfully. Prerequisites: MGMT 200 or MGMT 305 and Junior standing.

2 Credits

Subject: Management (MGMT)

CRN: 22060

In Person | Lecture

St Paul: McNeely Hall 236

  Soo Jung Han

This course explores the concepts and skills involved in managing people and exercising effective leadership from the individual, interpersonal, and organization level perspectives, with an emphasis on personal leader development and building management skills. The course covers important leadership theories and explores the complexities in managing people, how organizational conditions affect competent leadership, and the work of leadership in managing people within organizations. Topics include self-awareness, managing stress, building relationships, gaining power and influence, and motivating others. This course examines the complexity of business leadership through understanding key theories and their application. Prerequisites: MGMT 200 or MGMT 305 and Sophomore standing

4 Credits

Subject: Management (MGMT)

CRN: 22061

In Person | Lecture

St Paul: McNeely Hall 109

Requirements Met:
     Sports Management Minor

  David Hirschey

Businesses use teams to get work done at all levels of the organization. This course examines when teams are the right choice (and when they are not), how to be an effective team member and leader, and how to diagnose and solve common team problems. Prerequisites: MGMT 200 or MGMT 305 and Sophomore standing. Note: Students who receive credit for MGMT 383 may not receive credit for MGMT 388.

2 Credits

Subject: Management (MGMT)

CRN: 22062

In Person | Lecture

St Paul: McNeely Hall 109

Requirements Met:
     Sports Management Minor

  David Hirschey

Businesses use teams to get work done at all levels of the organization. This course examines when teams are the right choice (and when they are not), how to be an effective team member and leader, and how to diagnose and solve common team problems. Prerequisites: MGMT 200 or MGMT 305 and Sophomore standing. Note: Students who receive credit for MGMT 383 may not receive credit for MGMT 388.

2 Credits

Subject: Management (MGMT)

CRN: 22063

In Person | Lecture

St Paul: McNeely Hall 115

Core Requirements Met:
     [Core] Diversity/Soc Just

Other Requirements Met:
     Writing to learn

  Ernest Owens

This course presents the concepts, techniques, and behavioral skills needed for managing projects effectively. The course introduces students to a project's life cycle (from project definition and goals to completion of the project) and the behavioral dynamics that need to be managed to achieve success. Project leaders need to fulfill multiple roles on a project including managing the timeline, meeting project specifications, resource budgeting and creating a sustainable project culture. Prerequisites: MGMT 200; and OPMT 200 or OPMT 300; and Junior standing.

4 Credits

Subject: Management (MGMT)

CRN: 22064

In Person | Lecture

St Paul: McNeely Hall 111

Core Requirements Met:
     [Core] Diversity/Soc Just

Other Requirements Met:
     Sports Management Minor

  Kris Donnelly

Leaders, both with and without formal management titles, need to appreciate the diverse people internal and external to their organizations and society at large. It is critical that leaders step up to design and deliver effective programs of inclusion in their organizations. Culturally competent leaders think critically about these programs and practice inclusion at individual, interpersonal, team, organization, and community levels. This requires foundational knowledge, skills, and attitudes applied in diverse domestic and global contexts. This course introduces a range of perspectives to explore topics including, but not limited to, human diversity; inclusive cultures; social identity and perception; power and privilege; and models and paradigms for interpersonal and organizational inclusion. Prerequisites: MGMT 200 or MGMT 305 and Junior standing. Note: Students who receive credit for MGMT 385 may not receive credit for MGMT 388

2 Credits

Subject: Management (MGMT)

CRN: 22065

In Person | Lecture

St Paul: McNeely Hall 111

Core Requirements Met:
     [Core] Diversity/Soc Just

Other Requirements Met:
     Sports Management Minor

  Kris Donnelly

Leaders, both with and without formal management titles, need to appreciate the diverse people internal and external to their organizations and society at large. It is critical that leaders step up to design and deliver effective programs of inclusion in their organizations. Culturally competent leaders think critically about these programs and practice inclusion at individual, interpersonal, team, organization, and community levels. This requires foundational knowledge, skills, and attitudes applied in diverse domestic and global contexts. This course introduces a range of perspectives to explore topics including, but not limited to, human diversity; inclusive cultures; social identity and perception; power and privilege; and models and paradigms for interpersonal and organizational inclusion. Prerequisites: MGMT 200 or MGMT 305 and Junior standing. Note: Students who receive credit for MGMT 385 may not receive credit for MGMT 388

2 Credits

Subject: Management (MGMT)

CRN: 22066

In Person | Lecture

St Paul: McNeely Hall 116

Core Requirements Met:
     [Core] Global Perspective

  Frank Klisanich

This course explores the opportunities and challenges associated with globalization, and provides the foundation for understanding how differences across countries affect businesses and their own careers. Prerequisites: BUSN 100 or permission from the instructor, and Sophomore standing

2 Credits

Subject: Management (MGMT)

CRN: 22067

In Person | Lecture

St Paul: McNeely Hall 111

Core Requirements Met:
     [Core] Global Perspective

  Frank Klisanich

This course explores the opportunities and challenges associated with globalization, and provides the foundation for understanding how differences across countries affect businesses and their own careers. Prerequisites: BUSN 100 or permission from the instructor, and Sophomore standing

2 Credits

Subject: Management (MGMT)

CRN: 22068

In Person | Lecture

St Paul: McNeely Hall 110

  Erica Diehn

Negotiating decisions, deals, contracts and progressive change is an important skill valued by organizations. In addition, individuals need to harness their personal power to influence others with integrity. This course equips students with knowledge, strategies, tactics, and practical skills to negotiate effectively and manage conflict with peers, superiors, subordinates, and external parties across various contexts. Effective negotiation, influence and conflict management positions professionals at all stages of their career to achieve organizational goals, improve outcomes and contribute to the common good. Prerequisites: MGMT 200 or MGMT 305 and Junior standing.

4 Credits

Subject: Management (MGMT)

CRN: 22069

In Person | Lecture

St Paul: McNeely Hall 233

  David Hirschey

This course introduces students to the concepts, tools and principles of strategic management that effectively position businesses to gain a competitive market and industry advantage. Students will develop a strategic mindset as they learn about how businesses: capture value within an industry space, compete through providing superior value and align organizational assets and resources to execute firm strategies. Prerequisites: MGMT 200 or MGMT 305 and Junior standing. Note: Students who receive credit for MGMT 395 may not receive credit for MGMT 480

2 Credits

Subject: Management (MGMT)

CRN: 22070

In Person | Lecture

St Paul: McNeely Hall 233

  David Hirschey

This course introduces students to the concepts, tools and principles of strategic management that effectively position businesses to gain a competitive market and industry advantage. Students will develop a strategic mindset as they learn about how businesses: capture value within an industry space, compete through providing superior value and align organizational assets and resources to execute firm strategies. Prerequisites: MGMT 200 or MGMT 305 and Junior standing. Note: Students who receive credit for MGMT 395 may not receive credit for MGMT 480

2 Credits

Subject: Management (MGMT)

CRN: 22071

In Person | Lecture

St Paul: McNeely Hall 235

Core Requirements Met:
     [Core] Global Perspective

Other Requirements Met:
     [Core] Signature Work
     Writing in the Discipline

  Danielle Hansen

Companies face an increasing variety of choices about where to locate different value-creating activities. This course explores the opportunities and challenges associated with conducting business in a global context. The goal of this course is to provide the foundations for understanding the external global environment facing a multinational enterprise (MNE), and the internal challenges of managing an MNE. Specifically, this course examines the following topics: the forces behind globalization, the different cultural, political, legal and economic environments in which global businesses operate, the tradeoffs between global and local strategies, the alternatives available for coordinating activity in an MNE, and the unique challenges involved with managing people in a globally dispersed organization. Prerequisites: MGMT 305 and MKTG 300 or MGMT 200 and MGMT 391; BETH 300 or BETH 301; plus two courses (minimum of six credits) from the following: IBUS 450, IBUS 460, or IBUS 470; and BUSN 202 or CISC 200; and Senior standing

4 Credits

Subject: Management (MGMT)

CRN: 22072

In Person | Lecture

St Paul: McNeely Hall 109

Requirements Met:
     [Core] Signature Work
     Writing in the Discipline

  Michael Sheppeck

This course focuses on the theories, concepts, research, and practice of human capital management that impacts employee behavior. Topics include systems theory, globalization, leading a contemporary human resource function, human resource careers, human capital strategy, human resource best practices, human resource analytics, and ROI analysis. Offered spring semester. Prerequisites: MGMT 360 or (MGMT 365 and MGMT 367); MGMT 362; BLAW 301, 302, 303 or BLAW 314; BETH 300 or 301; and BUSN 202 or CISC 200; and Senior Standing.

4 Credits

Subject: Management (MGMT)

CRN: 22073

In Person | Lecture

St Paul: McNeely Hall 234

Requirements Met:
     [Core] Signature Work
     Writing in the Discipline

  David Hirschey

This course examines organizational issues from an integrative perspective. It draws on concepts from the entire business curriculum to view the organization as a whole. The focus of the course is to have you view the organization from the perspective of the president, rather than that of a manager of a particular function (e.g., VP of marketing). It examines the development of core competence and a sustainable competitive advantage as part of an organization's strategic planning process. Prerequisite: OPMT 200 or OPMT 300; FINC 310; MGMT 200; MKTG 200 or MKTG 300; BETH 300; and CISC 200 or BUSN 202; and senior standing. Note: Students who receive credit for MGMT 480 may not receive credit for MGMT 395. 

4 Credits

Subject: Management (MGMT)

CRN: 22074

In Person | Lecture

St Paul: McNeely Hall 238

Requirements Met:
     [Core] Signature Work
     Writing in the Discipline

  Ernest Owens

This course examines organizational issues from an integrative perspective. It draws on concepts from the entire business curriculum to view the organization as a whole. The focus of the course is to have you view the organization from the perspective of the president, rather than that of a manager of a particular function (e.g., VP of marketing). It examines the development of core competence and a sustainable competitive advantage as part of an organization's strategic planning process. Prerequisite: OPMT 200 or OPMT 300; FINC 310; MGMT 200; MKTG 200 or MKTG 300; BETH 300; and CISC 200 or BUSN 202; and senior standing. Note: Students who receive credit for MGMT 480 may not receive credit for MGMT 395. 

4 Credits

Subject: Management (MGMT)

CRN: 22075

In Person | Lecture

St Paul: McNeely Hall 238

Requirements Met:
     [Core] Signature Work
     Writing in the Discipline

  Ernest Owens

This capstone course integrates and applies leadership knowledge, skills, character, and competencies. The course provides opportunities to think more systematically about leadership and organizations, its application, and the personal competencies needed for leadership success. The course is designed as an experiential, collaborative team exercise of leadership in a project-based setting. Students will learn about organizational leadership and management as well as develop their capacity for leading through principled initiative and influence. Prerequisites: MGMT 382; BETH 300 or BETH 301; Senior Standing

4 Credits

Subject: Management (MGMT)

CRN: 22078

Online: Asynchronous | Lecture

Online

Requirements Met:
     Part-time MBA
     LLM/MSL Elective

  Soo Jung Han

Leadership is about insight, initiative, influence, impact, and integrity. You will explore principled leadership in this class, gaining a framework and skillset for developing your ability to make meaningful impact within dynamic and complicated organizations. Leading self and others incorporates insight into individual strengths and diversity, interpersonal and team dynamics, taking initiative and having influence both with and without formal authority, and examining the larger impact on organizational systems and the common good. This core MBA course, taken in the first year of the program, is designed to help students discern that leading is challenging and critical for success in both your career and the UST MBA program. Prerequisites: NONE.

3 Credits

Subject: Management (MGMT)

CRN: 22079

Online: Some Synchronous | Lecture

Online

Requirements Met:
     Part-time MBA
     LLM/MSL Elective

  Soo Jung Han

Leadership is about insight, initiative, influence, impact, and integrity. You will explore principled leadership in this class, gaining a framework and skillset for developing your ability to make meaningful impact within dynamic and complicated organizations. Leading self and others incorporates insight into individual strengths and diversity, interpersonal and team dynamics, taking initiative and having influence both with and without formal authority, and examining the larger impact on organizational systems and the common good. This core MBA course, taken in the first year of the program, is designed to help students discern that leading is challenging and critical for success in both your career and the UST MBA program. Prerequisites: NONE.

3 Credits

Subject: Management (MGMT)

CRN: 22080

Blended Online & In-Person | Lecture

Minneapolis: Schulze Hall 407

Online

Requirements Met:
     Part-time MBA
     LLM/MSL Elective

  Tera Galloway

Competitive Strategy is designed to help students learn about the nature of business, and the principled leadership and governance of firms. This course focuses on the formulation of business-level strategy to help students gain a practical understanding of how the functions (finance, marketing, accounting, operations, human resources, etc.) are aligned with business-level strategy to support the mission, goals and objectives of a firm. Major questions explored in this course include: Why are some industries more profitable than others? Why do some firms consistently outperform others? How can a firm build and sustain a competitive advantage? A variety of industry contexts and firms will be used to illustrate the application of the analytical tools and frameworks covered in the course to any type of firm, including for-profits, non-profits and not-for-profits. Prerequisites: NONE.

1.5 Credits

Subject: Management (MGMT)

CRN: 22081

Online: Some Synchronous | Lecture

Online

Requirements Met:
     Part-time MBA
     LLM/MSL Elective

  Tera Galloway

Competitive Strategy is designed to help students learn about the nature of business, and the principled leadership and governance of firms. This course focuses on the formulation of business-level strategy to help students gain a practical understanding of how the functions (finance, marketing, accounting, operations, human resources, etc.) are aligned with business-level strategy to support the mission, goals and objectives of a firm. Major questions explored in this course include: Why are some industries more profitable than others? Why do some firms consistently outperform others? How can a firm build and sustain a competitive advantage? A variety of industry contexts and firms will be used to illustrate the application of the analytical tools and frameworks covered in the course to any type of firm, including for-profits, non-profits and not-for-profits. Prerequisites: NONE.

1.5 Credits

Subject: Management (MGMT)

CRN: 22083

Online: Some Synchronous | Lecture

Online

Requirements Met:
     Part-time MBA

  Timothy Sielaff

This course provides students with an accurate understanding of the various components of the health care system - providers, consumers, payers, third-parties - and how they interrelate. Students will learn about issues, motivations and incentives that influence all parts of the system. They will also gain an understanding of the political and social environment in which they operate. Prerequisites: NONE.

3 Credits

Subject: Management (MGMT)

CRN: 22084

Blended Online & In-Person | Lecture

Minneapolis: Schulze Hall 315

Online

Requirements Met:
     Part-time MBA

  Kevin Orth

This course is designed to introduce the concepts of corporate strategy and the pitfalls and benefits that firms face in their quest to ethically grow. Managers tasked with growing a business face several dilemmas: When should the business grow? When should that growth take place internally? When would it be better to grow via an external path? If growth via an external path is appropriate, should I prefer an alliance, a joint venture, or an acquisition? How would I answer the same questions if the growth opportunity is international? Prerequisite: MGMT 625.

1.5 Credits

Subject: Management (MGMT)

CRN: 22085

In Person | Lecture

Minneapolis: Schulze Hall 420

Requirements Met:
     Part-time MBA

  Rama Hart

Organization Development (OD) models, principles, and techniques provide a strong foundation for successful organizational change. OD interventions can positively impact individual and team performance, changes to organizational structure and culture, leader effectiveness, and technology integration. This course is designed to give students experience in applying a variety of OD approaches to real-world business problems and opportunities and to their own organizational experiences. Equipped with knowledge of current and evolving practices in organization development, students will experience first-hand how to effectively build diagnostic models based on sound data gathering and analysis, and design a variety of intervention strategies and activities that result in successful and sustainable outcomes at the individual, group, and organizational levels. Prerequisites: NONE.

3 Credits

Subject: Management (MGMT)

CRN: 22086

Blended Online & In-Person | Lecture

Minneapolis: Schulze Hall 127

Minneapolis: Terrence Murphy Hall 357

Online

Requirements Met:
     Part-time MBA

  Carolyn Vreeman

The course will introduce students to principles that effectively link storytelling to influencing business outcomes ethically and effectively. Our business culture demands concise and meaningful communications that can both inform and influence decision makers. This course is designed to teach business professionals principles and skills that enhance their thinking about data and the use of a variety of communications channels to facilitate positive business decisions. Students will explore the meaning of information and its effect on organizational strategy and culture; be able to build a structured thinking process to tell a compelling story; and gain skills in confidently understanding and using information to influence outcomes. Prerequisites: NONE.

3 Credits

Subject: Management (MGMT)

CRN: 22199

Blended Online & In-Person | Lecture

Minneapolis: Schulze Hall 316

Online

Requirements Met:
     Part-time MBA
     LLM/MSL Elective

  Mary Slack

[This course will be delivered in a Prof + Prof model. For more information on the professional co-teaching the course, click here.] This graduate-level course provides a comprehensive foundation in managing people by focusing on the key concepts, processes, and challenges that define the employment life cycle. Designed with a practical application focus, the course covers essential topics such as workforce planning, performance management, delegation, talent development, feedback, departmental budgeting, and managing hybrid and remote employees. Students will engage with a variety of learning methods, including case studies, simulations, collaborative projects, and hands-on exercises to explore real-world scenarios. The course emphasizes building skills to address critical management challenges such as fostering inclusive work environments, navigating legal complexities, balancing organizational and employee needs, and adapting to evolving workforce dynamics. By the end of the course, students will be equipped with the tools and frameworks to effectively manage people, make strategic workforce decisions, and implement solutions that drive organizational success in a rapidly changing world of work. Prerequisites: None

3 Credits

Subject: Management (MGMT)

CRN: 22089

Online: Asynchronous | Lecture

Online

Requirements Met:
     Part-time MBA
     LLM/MSL Elective

  Peter Young

The recent economic crisis, along with a range of other looming challenges (climate change, unrest in the Middle East, health and food security concerns, demographic changes and social mobility), have presented global organizations with a daunting array of risks. Broadly, this situation presents organizations with the challenge of developing more comprehensive approaches to the management of risk. Key subjects of investigation in MGMT 751 will include: 1. Engaging Boards and Executive Management in order to get risk management onto their agendas. 2. Translating risk policy into risk management systems and structures. 3. Knitting together the existing technical specialist infrastructure. 4. Developing sufficient risk management competence among the entire organization. 5. Communicating relevant risk information to external stakeholders. Prerequisites: NONE.

3 Credits

Subject: Management (MGMT)

CRN: 22091

Online: Asynchronous | Lecture

Online

Requirements Met:
     Part-time MBA

  Jason Pattit

[This course will be delivered in a Prof + Prof model. For more information on the professional co-teaching the course, click here.]Sustainability can be understood as a moral imperative for business organizations to cultivate values that prioritize the long-term well-being of society and the environment. The pressure for sustainable development also has significant strategic implications, as opportunities exist for firms of all sizes and types to profitably identify, develop, and deploy technologies, products, and services that contribute to sustainable practices and resource use. This course examines the intersection of these imperatives in theory and in practice. It focuses on how sustainability impacts and is impacted by corporate mission and strategy, and the functional decisions driven by mission and strategy. Concepts related to sustainability from a variety of disciplines including ecology and environmental science, ethics and social justice, economics, and history are discussed and deployed in relation to practical experiences and examples. Prerequisites: None

3 Credits

Subject: Management (MGMT)

CRN: 22099

In Person | Lecture

Minneapolis: Schulze Hall 314

Requirements Met:
     Part-time MBA
     MBA Global Elective

  Rama Hart

To be effective and just, leaders need to understand the diverse peoples who comprise their organizations and markets, and practice inclusion at self, interpersonal, team, and organizational levels. Culturally competent leadership rests on foundational knowledge, skills, and mindsets applied in both domestic and global contexts. This course introduces a range of perspectives (legal, ethical, structural, political, symbolic, historical, social, relational), exploring topics such as dimensions and categories of human diversity and of cultures; social identity and perception; attribution, bias, stigma, and harassment in organizations; cross-cultural communication and conflict; power, privilege, and oppression; domestic and world workforce and market demography. Prerequisites: NONE.

3 Credits

Subject: Management (MGMT)

CRN: 22100

Blended Online & In-Person | Lecture

Minneapolis: Schulze Hall 301

Online

Requirements Met:
     Part-time MBA
     MBA Global Elective

  Diego Arias Garcia

Companies today face an increasing variety of choices about where to locate different value-creating activities. This course explores the opportunities and challenges associated with conducting business in a global context. The goal of this course is to provide the foundations for understanding the external global environment facing a multinational enterprise (MNE), and the internal challenges of managing an MNE. Specifically, this course examines the following topics: the forces behind globalization, the different cultural, political, legal and economic environments in which global businesses operate, the tradeoffs between global and local strategies, the alternatives available for coordinating activity in an MNE, and the unique challenges involved with managing people in a globally dispersed organization. Prerequisites: NONE.

3 Credits

Subject: Management (MGMT)

CRN: 22101

In Person | Lecture

Minneapolis: Schulze Hall 127

Requirements Met:
     Part-time MBA
     LLM/MSL Elective

  Jack Field

Chief executive officers and senior managers from large, medium and small organizations will discuss their goals and strategies as they apply to the management of their businesses. Students will have an opportunity to relate the management philosophies and techniques developed in the MBA program to those presented by CEOs. Candor, depth and free exchange among the students and CEOs will be the discussion format. Topics include: issues current to CEO's industry and to business; management style; personnel selection and staff motivation; career goals and personal objectives; dealing with stress; a satisfying personal life and is it compatible with a successful business career. Prerequisite: MGMT 600 or MGMT 603.

3 Credits

Subject: Management (MGMT)

CRN: 22102

Online: Some Synchronous | Lecture

Online

Requirements Met:
     Part-time MBA
     LLM/MSL Elective

  Danielle Hansen

This course explores the major concepts of negotiation inherent in any business or personal situation. The focus will be on interpersonal and inter-group conflict and its resolution. Through the analysis of bargaining and conflict situations, students will be able to learn their own individual "negotiating styles." Some of the major elements of the course include distributive (win-lose) negotiations, integrative (win-win) negotiations, the use of power in negotiations and negotiation ethics. Negotiation cases will be used extensively in the course to allow students to improve their negotiation skills through "hands on" scenarios. Beginning with relatively simple one-on-one negotiations, the course will progress to complex, multi-party negotiations where class members will assume different roles. Prerequisites: NONE.

3 Credits