Catalog and Student Handbook 2008-2009

The course numbering system is alphanumeric beginning with a four-letter department name followed by a dash, a three-digit course number, and a zero. All courses are 3 credit hours unless otherwise indicated. Below is the
four-letter subject code for Management and Technology.

Acronym
MGMT Management

Suffix Numbers
6000-6990 Courses designed for advanced graduate credit
7000-7990 Graduate-level courses offered in Hartford and Groton

CAPSTONE Courses
Asterisk (*) denotes courses that satisfy the CAPSTONE requirement for the M.S. in Management programs.

Schedule of Course Offerings
Course availability is presented in the Three-Year Course Schedule. Course availability my change. Check the Hartford and Groton course schedule at THIS LINK for the latest information.

Students should contact their faculty advisor for guidance in creating the Plan of Study. Plan of Study forms can be found at: Office of the Registrar.

MGMT-6020 Financial Management I
(Formerly MGMT-6310)
The purpose of this course is to develop a working understanding of the major investment and financial decisions of the firm. Emphasis will be placed upon identifying and solving the problems commonly faced by financial managers. The course presents the needed theory and develops financial problem solving skills through individualized problem solving, structured case analysis, and industry and company analysis using Internet sources.

MGMT-6030 Financial Management II
This course, built on the Economic & Financial Analysis I, provides a conceptual framework whereby accounting, corporate finance and investment decisions can be viewed and understood in a unified context of risk and return as it is applicable to all types of businesses and organizations. The course prepares students for future specialized courses in advanced accounting, corporate finance, financial institutions and markets, investment theory, and entrepreneurial finance. The contemporary issues covered in this course include risk and diversification; asset pricing models; capital structure and financing alternatives; dividend and stock repurchases; corporate governance; mergers, acquisitions and takeovers; financial distress and reorganization; and different international financial.

MGMT-6040 Creating and Managing an Enterprise I
(Formerly MGMT-6710)
This course is designed to help students understand the critical challenges and tasks associated with developing, growing, and managing a successful business. Students learn how to lead and manage an enterprise as well as gain a fundamental understanding of each functional department required to operate a business and how each fits into the greater scope of the business organization.

MGMT-6050 Creating and Managing an Enterprise II
This course builds upon the principles learned in Creating and Managing the Enterprise I within the context of start-ups, internal new ventures, strategic alliances, joint ventures, and other organizational forms. Success in creating and managing any business is contingent upon careful analysis and management of five key segments– people, product, market, finances, and competition. Students have an opportunity to put into practice the latest management theory while balancing the resources and constraints of these five segments.

MGMT-6060 Business Implications of Emerging Technologies
(Formerly MGMT-6610 Global Strategic Management of Technological Innovation)
This course investigates the business dimensions of major technological advances, highlighting how industry structures and organization, the dynamics of competition, patterns of innovation, operational decisions, and financial investment are all influenced by various types of technical breakthrough. Students also get to explore the interplay between emerging technology development and commercialization. The challenges associated with intellectual property protection and utilization, as well as the socio-economic and ethical dimensions of new technology adoption, are explored. Each year, a different set of key technologies will be examined and analyzed.

MGMT-6080 Networks, Innovation and Value Creation
This course considers the evolving new models of value creation and business growth being introduced across different industries and examines such critical issues as product and process technology strategy, operational innovation, IT strategies and infrastructures, networks and organization, and finance. Utilizing a series of case studies from across a range of industry networks, students will have a chance to learn how companies can participate in such networks and what unique business resources and capabilities they can employ to enhance their probability of commercial success.

MGMT–6100 Statistics and Operations Management I
An introduction to deterministic and probabilistic methods for business applications and particularly quantitative approaches applied to managerial problem solving and decision-making. Topics include basic descriptive and inferential statistics, probability distributions, hypothesis testing, analysis of variance and regression analysis. Extensive use of computers allows students to explore the various quantitative techniques for analyzing, interpreting and communicating a wide range of business-related quantitative data and information.

MGMT–6110 Statistics and Operations Management II
Continues the study of collection, analysis, and use of information in a technologically advanced setting. This course shifts focus from statistical methods to other problem solving approaches including regression analysis, linear programming, network models, queuing systems, and simulation. The emphasis is on integration of analysis techniques to address the management issues at hand, with application drawn from production, finance, project management, and system design. Prerequisite: MGMT-6100.

MGMT–6140 Information Systems for Management
Analyzes the use of information and communications technology to improve performance and to achieve organizational goals. Examines information systems in sales, marketing, finance, and operations. Provides a framework for understanding and evaluating IS contributions to product services and managerial effectiveness. Focuses upon implementation of information technology as a strategic weapon for productivity and competitive advantage. Lectures, case discussion, projects, and technical supplements.

MGMT–6170 Advanced Systems Analysis and Design
An advanced course in systems analysis and design that presents conceptual material about both traditional approaches to systems development such as process–oriented and data–oriented methodologies and, evolving approaches such as object–oriented development methods. Key stages of the systems development life cycle including planning, analysis and design are the focus of this course. Models and procedures for understanding and modeling an organization's existing and planned information systems are presented. Computer–Aided Software Engineering tools are used to provide hands–on experience in designing information systems. A case–based approach is used to provide students an opportunity to apply the analytical and design techniques covered in the course. In addition, students are expected to do a real–life systems development project. The course also focuses on the issues and challenges in managing systems development. Prerequisite: MGMT-6140.

MGMT-6180 Strategic Information Systems Management
Information technology (IT) is a strategic asset that is being used to mold competitive strategies and change organizational processes. As IT and its uses become more complex, developing strategies and systems to deliver the technology has become more difficult. The net result is a growing need for guidance on the issues, strategies, and tactics for managing the use of information technology. This course is designed to partially fulfill this need and to enable students to integrate concepts and theories learned in previous IT courses. Prerequisite: MGMT-6140.

MGMT–6290 Macroeconomics and International Environments of Business
This course identifies major forces acting on the enterprise from the macroeconomic and international environment. Key factors include national income and output, interest rates, economic growth and business cycles, international trade and balance of payment, exchange rates, monetary and fiscal policy. Factors are analyzed in terms of their impact on the economic and technological decisions of the enterprise.

MGMT–6320 Investment Analysis I
Introduction to investment instruments and modern methods of pricing them. Basic components of viable investment programs are outlined. Topics include expected utility theory and risk aversion, modern portfolio theory, equilibrium in capital markets (CAPM, APT), index models, futures and options, theory of active portfolio management. Prerequisite: MGMT-6020.

MGMT–6330 Investment Analysis II
Advanced study in investment analysis, decision making, and practice. Emphasis on bond market analysis and bond portfolio management, including asset–backed securities, high–yield bonds, venture capital, and derivative securities. Topics include bond pricing, the term structure and risk structure of interest rates, duration concepts and immunization strategies, analysis of embedded options in fixed income securities. Application of strategies to real data set. Prerequisite: MGMT–6320 or permission of instructor.

MGMT–6340 Financial Markets and Institutions
Focus on U.S. and international banking and financial markets, new instruments and techniques for financing, risk management and its application to financial institutions. Overview of U.S. financial systems, including the Federal Reserve System, bank supervision, and monetary policy - and its counterparts in other countries. Emphasis on impact of technology on securities markets and banks. Discussion of current issues in securities markets and banking, such as securitization, financial derivatives, junk bonds, bank failures, mergers and acquisitions, and international banking. Prerequisite: MGMT-6020.

MGMT-6360 International Finance
Examines the financial opportunities and risks involved in the management of a multinational firm. Tool and techniques for measuring and managing currency risk including interest rate and currency swaps, futures, forwards, and option are explored. The international currency markets, including the history of international financial systems (Gold Standard, Bretton Woods, Dollarization, European Monetary System, etc.) are examined The international banking, bond and equity markets and their role in modern portfolio management is assessed.

MGMT–6380 Advanced Corporate Finance
The overall objective of this course is to study advanced corporate finance issues and test empirically the stock market reaction to financing decisions and the issuance of securities. Corporate finance topics include shareholder value and economic value added concepts, as well as corporate governance issues. Financing decisions include venture capital and initial public offerings, seasoned equity offerings, stock splits, corporate bonds and bank loans, stock listings on foreign exchanges. Other topics are mergers and acquisitions, pension fund management, financial analysis and planning. Real stock prices and case studies are used to apply the theoretical concepts. Prerequisite: MGMT-6020.

MGMT–6390 International Operations
(Formerly MGMT-6350)
This course provides a foundation in the facts and ideas underlying the globalization of production and delivery of goods and services. Topics include: designing global supply chains, managing risks of cross border business relationships, international logistics, establishing world class manufacturing service and R&D in developing countries, integrating superior operating practices and technologies from across the world in diverse national environments, and political and societal issues associated with global operations.

MGMT-6400 Financial Econometrics Modeling
This course addresses financial modeling as an empirical activity. Several key issues and assumptions of finance are addressed through empirical modeling. Topics may include asset pricing, event studies, exchange rate movements, term structure of interest rates, and international linkages among financial markets. Computers are used extensively both in and out of class.

MGMT–6450 Manufacturing Systems Management
An overview of how product and service requirements are translated into manufacturing facilities, procedures, and organizations. The control systems considered include demand forecasting, inventory planning, production scheduling, quality control, MRP, and project control. In addition, a management perspective is used to examine decisions having a long–term manufacturing impact: capacity planning, location, and distribution, manufacturing processes, factory layout and factory focus. The course concludes with an introduction to manufacturing policy.

MGMT–6470 Management of Quality, Processes, and Reliability
Definitions; corporate, economic, and government environments; international considerations; business processes and physical processes in manufacturing and services; control and enhancement of processes; organizing for and effecting change; experimental design for design and change; information systems; Deming approach; product and processes development; capital investment; empowerment of workers; people make it happen. Prerequisite: MGMT–6100 or permission of instructor.

MGMT–6480 Service Operations Management
Discusses the role of services in an economy, managing services for competitive advantage, structuring the service enterprise, managing service operations, service productivity, quality, and growth.

MGMT–6490 Competitive Advantage and Operations Strategy
Includes topics such as manufacturing as a competitive weapon; management of quality; manufacturing technology implementation; strategic impact of advanced manufacturing technologies; and manufacturing's role in new product development. Prerequisite: MGMT–6450 or permission of instructor.

MGMT–6550 Marketing Research
Marketing strategy decisions are developed in the framework of many case studies. Marketing research techniques, including questionnaire development and data analysis, are introduced and utilized in a team project. Prerequisites: MGMT–6100 or permission of instructor.

MGMT–6600 Research and Development Management
The course deals with the responsibilities of, and operating problems faced by managers of research and development. The following areas are included: technology forecasting, technology planning, selection and evaluation of R&D projects, resource allocation, planning and control, measuring results of R&D. Particular attention is given to creative problem solving, motivating and managing creative individuals, barriers to innovation, and organization alternatives for R&D, including matrix and project organizations. Prerequisite: MGMT-6190.

MGMT-6620 Principles of Technological Entrepreneurship
An introductory graduate course in initiating new technology-based business ventures and developing them into self-sustaining and profitable enterprises. Examines the process whereby a person decides to become an entrepreneur, screens opportunities, selects an appropriate product/market target, and obtains the necessary resources. Provides the theoretical and practical knowledge for the preparation of formal business plans. Students enrolled in the full-time MBA program cannot use this course on the Plan of Study. This course is intended for students enrolled in the part-time MBA, M.S. in MGT or those seeking degrees in other schools at Rensselaer.

MGMT-6630 Starting Up A New Venture
An understanding of the critical issues related to starting up a new business is gained through team-based experiential learning. Small teams of students develop a comprehensive business plan that can be used to raise money for a new or relatively new venture. The experiential learning process is enhanced through team meetings with faculty and/or course advisers and through oral presentations to the entire class. Prerequisite: MGMT- 6620

MGMT–6660 Strategy, Technology, and Entrepreneurship
Part two of the two–course sequence that begins with MGMT–6650. This course is about strategy implementation and fundamental concepts in implementing strategy both at the corporate level and the business unit level. Prerequisite: MGMT–6650. FOR M.B.A. STUDENTS ONLY.

MGMT–6680 Strategy, Technology, and Global Competitive Advantage
This course emphasizes the linkage between technology, strategy, and achieving global competitive advantage. Develops the concept and practical tools of strategy, strategic planning, and implementation of both at the business unit and corporate levels. The strategies of technology-intensive international companies are compared. FOR M.S. STUDENTS ONLY.

MGMT–6730 Technological Change and International Competitiveness
Analysis of the differences among technical systems and interactions with industrial growth is undertaken with regard to nation states, industrial sectors, and companies. To develop tools of analysis regarding technological change, industrial policy, and corporate performance. The impact of technological change on industrial growth and competitiveness is viewed from three perspectives: the general manager, the technical professional, and the public official. Prerequisite: MGMT-6390.

MGMT–6750 Legal Aspects of E-Business and Information Technology
Legal, regulatory, and public issues related to E-Commerce/E-Business, the Internet, and Information Technology are explored through an analytic, critical thinking approach. Topics include: e-contracts, digital signatures, B2B and B2C agreements; ownership, protection, and exploitation of intellectual capital including patents, trademarks, copyrights, and trade secrets; regulatory issues; ISP and Web site liability including defamation; copyright infringement, securities regulation, and criminal acts; policy issues including privacy, security and encryption, and obscene materials. Global E-Commerce will be explored.

MGMT–6810 Management of Technical Projects
Enables the technically-oriented manager to select projects of value to the organization, develop a project plan including staffing, perform a risk analysis on the project, and successfully execute the project. Students, working alone or in teams, practice the project management process by planning a current project in the area of new product development, process reengineering, information systems or any other project with business implementation.

MGMT–6940 Independent Study
1 to 6 credit hours.

MGMT–6960 Topics in Management
3 credit hours

MGMT-6960 Lean Strategies for Manufacturing & Services
Lean management uses principles and techniques developed at Toyota to improve performance through the elimination all forms of waste, with the ultimate goal to create additional value for customers. The fundamental concepts of Lean can be applied to manufacturing as well as services operations. Internal business processes, such as product development, R&D, information technology, tooling & instrumentation, and training can also benefit, reducing life cycle costs and improving market responsiveness.

MGMT-6960 Taxation for Business and Investment Planning
An introduction to the tax environment and how taxes affect individual and business decision-making. Topics include examining the economic and social policy implications underlying the tax law, the relationship between tax and financial accounting theory, taxes and technology, the tax consequences of various personal, investment and business activities including the legal factors associated with choice of business entity. The tax compliance and audit process, and effective dispute resolution with the various government taxing authorities will also be addressed. This course will enable students to identify tax issues and opportunities, to become conversant with tax concepts and terminology, to conduct effective tax research, and develop tax planning strategies designed to maximize the after-tax cash flow from a variety of business transactions.

MGMT–7xxx Seminar in Management
Advanced study of selected topics in a particular field. May be taken more than once if subjects are sufficiently different. May be designed as fulfilling the CAPSTONE requirement. Always has one or more prerequisites.

MGMT-7003 Sustainable Business Development
The course provides a strategic-level perspective on integration of sustainable development, enterprise management, and innovation management and their contributions for creating competitive advantages and exceeding the needs of the global business environment. Sustainable development is a broad management construct that focuses on how an enterprise improves the social, economical, environmental, and business impacts and consequences of its technologies, products processes, and operations. Sustainable development constructs use life-cycle thinking, technological innovation, and product development. Sustainable development requires activity , knowledge, experience, and learning for solving existing problems and managing new challenges. The course focuses on global corporations that are using sustainable development as an integration construct for achieving success in the 21swt century. Sustainable development means leading change, dealing with the environmental consequences of products, processes and operations from cradle to grave, and improving every facet of the enterprise.

MGMT-7030 Strategy, Technology, and Competition
(Formerly MGMT-6650 Technology and Competitive Advantage)
This course covers the fundamentals of business and corporate strategy, integrating these concepts into an environment of technological change, competition, and entrepreneurship. The course includes the following areas of emphasis: concepts of strategy, industry environment, resources and capabilities of the firm, organization and systems of the firm, the dynamics of competitive advantage, strategic alternative analysis, and strategies in different contexts. The course uses business cases and a project to enrich the theoretical concepts. FOR M.B.A. STUDENTS ONLY.

MGMT-7050 Developing Innovative New Products and Services I
(Formerly MGMT-6560)
This course immerses students in the practices and activities that lead to the creation of innovative new products and services. Through a team-based learning experience, students generate an idea for a new product or service and follow the development process from conception through planning for commercialization. Through lectures, cases, and practical exercises, students learn how to overcome hurdles inherent in new product and service development. Students apply this knowledge in all phases of product development, including concept testing, product design, production planning, and market strategy.

MGMT-7060 Developing Innovative New Products and Services II
This course continues the coverage of MGMT-7050, with a special focus on services. Service innovation and particular service process innovation represent a substantial portion of the coverage.

MGMT–7100 Marketing and Product Management
Examines tasks required to manage products and services in U.S. and global marketplaces to maximize revenue and profits. These include customer acquisition and retention, pricing, product redesign or repositioning, communications management, analysis and prediction of competitor responses, and distribution logistics. Each class session provides students with one or more applications of quantitative methods and/or information technologies to marketing.

MGMT-7120 International Marketing
Theoretical and practical overview of International Marketing; discussion and analysis of International Marketing issues, problems and solutions using text, case studies and examples. This course is designed for professionals involved in corporate strategic planning, export sales, marketing and international management.

MGMT–7210 Acquisition and Venture Analysis
Recent years have seen an accelerated commitment to growth and asset reallocation through acquisitions and corporate restructurings. Indeed the accounting profession is taking a fresh look at how these deals are accounted for in the firms' financial statements. The rate of deals is exponential and covers the full spectrum from established industries to high technology, computer, biotechnology, and internet firms. Topics covered in this course are reasons for acquisitions, valuing, and structuring a transaction. Determining the currency to be used, achieving strategic and organizational alignment, takeover defenses, and post-deal integration. Students study a recent transaction of their own choosing and prepare an oral and written report focusing on those aspects that made the deal successful. Prerequisite: MGMT-6020 or permission of instructor.

MGMT-7500 Managing Supply Networks
An overview of the set of activities related to flow of information, goods, and services from raw material through production to the end-use customer. Course will focus on the planning, analysis, decision making, and measuring methods used to manage supply networks in order to improve customer satisfaction. A comparison of different supply chain strategies will be presented with an emphasis on the application of business strategies that minimize waste.

MGMT–7540 Leadership and Organizational Improvement
An advanced course in leadership that closely examines the relationship between operating practices and behaviors. Comparisons are made between leadership behaviors, business metrics, and decisions that are results-focused versus those that are processes-focused and designed to eliminate waste. The impact of the different types of waste on leadership effectiveness, credibility, organizational capability building, stakeholder buy-in, and financial results are critically examined. The framework for this course is the application of Lean principles and practices to a wider range of individual and enterprise-level challenges. Prerequisites: MGMT-6040 and MGMT-6190. Recommend MGMT-6450.

MGMT–7700 International Negotiations
Examines international negotiation techniques, practica and styles. Students are given an in–depth profile questionnaire to assess individual strengths and weaknesses in international negotiations. Profiles of international negotiators are examined. Negotiation sessions and group presentations are videotaped and analyzed. Prerequisite: MGMT–6390.

MGMT–7710 Cultural Environment of International Business
The emerging role of the multinational manager, cultural impact of international management, managing culture shock, organizational responsibilities and cultural differences. Foreign deployment, cultural specifics for managerial effectiveness, cultural themes and patterns, American macro– and micro–cultures, working in the global market environment. Prerequisite: MGMT–6390.

MGMT-7730 Economics and Institutions
(Formerly MGMT-6300 Business Economics)
The main course objective is to introduce students to basic economics principles and establish economics as a managerial decision-making framework. The course will draw on economic analysis of such concepts as cost, demand, profit, competition, pricing strategy, and market protection and tie them to operational business decisions.

MGMT-7740 Accounting for Reporting and Control
(Formerly MGMT-6190)
This course introduces theories and practices of financial as well as managerial accounting. The financial accounting sessions provide an overview of external financial statements. The managerial accounting sessions focus on how accounting information is used in the internal managerial decision making process within a firm as well as cover cost accounting, budgeting, and performance evaluation tools.

MGMT-7750 Global Business and Social Responsibility
(Formerly MGMT-6800 Ethical, Political, and Legal Context of Business)
The course examines different responses of American, European and Asian firms to a global economy, within an historic and evolving context. Models of economic, social, political, technological, and national development will be introduced. Various conflicting demands of national governments, interest groups, corporations, unions, NGOs and consumers are often expressed in terms of ethical and social responsibility. Cases will be analyzed in terms of models of global business practices and conflicting claims will be critically evaluated.

MGMT–7980 CAPSTONE Project Course
Independent research project. Student must meet with a full-time faculty member to determine the independent study topic. The independent research should result in a high-quality research paper that is suitable for publication in a journal. Such efforts are to be separate and independent of course work used to satisfy other M.S. program requirements.