This course examines a wide range of business theories and practical applications related to effective management. In addition to learning about what management is and what managers do, students also explore and assess their own management skills and styles. Students apply critical thinking skills to core business functions. Focus is on contributing factors to management styles such as communication, the role of the manager, design of the organization, ethical issues, social responsibility and globalization. Course format emphasizes the application of these management roles and competencies through experiential activities, group exercises and case analysis.

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1. Describe and value the scope, role, and function of effective managers in diverse settings in a variety of sectors.
2. Develop and articulate their own management style and assess how their strengths and weaknesses impact others and the organization.
3. Identify key management theories and trace their evolution to current management theory and practice.
4. Compare and contrast current management theories, including their evolution to current management practices.
5. Demonstrate the ability to work as a member of a team toward achieving a predetermined goal.
6. Explain four traditional management functions: planning, organizing, leading, and controlling.
7. Assess how planning, organizing, leading and controlling are supported by team building, coaching, communication, presentation, and ethical reasoning.
8. Apply the four traditional management functions to diverse global contexts.

This project-based practicum is an entry-level field experience designed to assist Business Management majors in exploring career and vocational settings in which they can use and apply their business-related knowledge and skills. The nature of the practicum is exploratory in nature, involves extensive student initiative in designing and implementing the practicum, and is conducted under the supervision of the practicum mentor. A supplementary objective of the practicum is to explore and assess possibilities for settings and situations in which the learner may engage in an upper level Business Management Internship.

This course focuses on practical application of current research and concepts in human behavior in order to understand and analyze organizations. Interpersonal processes, problem-solving, and managerial decision-making are considered through examination of the roles of power, politics, ethics, and conflict in organizations. Topics include individual behavior, motivation and performance, interpersonal relations, small group relations, the role of leadership, and organizational culture.

One of the primary roles of a manager is to manage budgets and to communicate with accounting and finance professionals. This course is designed to provide budgeting skills to managers, enabling them to help in the decision-making process related to the financial health of their organizations. Students will have the opportunity to become familiar with processes related to development and management of the budgeting process, accounting practices, and financial oversight.

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1. Explain the role and principles of budgeting.
2. Design organizational and programmatic budgets.
3. Create a budget utilizing various budgeting tools and techniques.
4. Analyze financial and accounting statements.
5. Illustrate the interdependence of business functions in accounting and finance.

In this course, students examine how such issues as globalization, technology, the environment, business ethics, and business-government relations impact how businesses are managed. They also examine how leaders manage leaner and flatter organizations comprised of diverse employees working in teams. Students explore the broad impacts of these contemporary management issues through reading, research, case studies, and active discussions.

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1. Identify, research, and critically analyze contemporary management issues developments for their impact on the contemporary business environment.
2. Examine the effect on an organization of current external driving forces such as globalization and technological innovation.
3. Examine the effect on an organization of current internal driving forces such as empowerment, team building, diversity, and changing organizational structure.
4. Apply new knowledge of contemporary management issues to the practice of managerial decision-making.
5. Understand the behaviors essential to productive and positive work groups and participate as an effective member.
6. Research a topic relating to one of the managerial issues identified in the class and produce a written course project.

Globalization, remote work environments, outsourcing, new technology, supply chains and current business practices require working across time zones, countries, and cultural norms, all of which challenge traditional assumptions about how to manage people and organizations. Students will study how growing worldwide interconnections impact globalization on managing organizations and people worldwide. This course reflects new and emerging individual and interrelated factors influencing international managers which may include legal, political, economic, competitive, socio/cultural, technological, and environmental factors. The class incorporates real-world examples, research, and practical application, allowing students to adjust, adapt, and navigate the changing global business landscape, assessing opportunities and addressing potential challenges.

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1. Describe the major concepts and paradigms in global management, including historical, current best practices and predicted trends.
2. Develop entry strategies and ongoing management techniques specific to the local culture;
3. Examine similarities and differences in political, cultural, environmental and economic systems, among nations engaged in international business and trade;
4. Assess potential opportunities, challenges and strategies for working and managing in an international environment.
5. Differentiate how managing an international business can differ from managing a domestic business, and the additional skills and knowledge that business managers must possess to be successful in international ventures.

Fundraising is the act of soliciting for contributions or pledges. Development, on the other hand, refers to nurturing and building relationships over time between donors/philanthropists and organizations. The purpose of this course is to differentiate fundraising, grantwriting, and development strategies in organizations. This course will review ethics and transparency within fundraising, technology to facilitate resource development, social and business trends, and organizational adaptation.

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1. Discuss the purpose of fundraising and development in organizations.
2. Categorize the individuals within an organization that aid in development.
3. Examine ethics and transparency in nonprofit fundraising.
4. Identify fundraising processes, strategies, and sources.
5. Examine how to motivate, nurture, engage, and maintain donor relationships.
6. Analyze resource development innovations and potential opportunities for social enterprise.

Today’s workforce is diverse; individuals are frequently interacting with peers, managers and customers, each with different backgrounds, experiences, group affiliations, neurodiversity, sexual orientations, religions, and identities. With equity and respect, these differences can enhance performance and creativity; workplace diversity can also help to increase employee and customer engagement, contentment, and inclusion. This course explores ways in which employees and managers can cultivate an inclusive workplace culture and offers means for expanding appreciation of each individual's uniqueness. This course will also review paradigms that limit and promote inclusion, such as unconscious biases, behavioral change, leadership, acknowledgement of the dimensions of diversity, and enforcement of patterns by employers, employees, and society as a whole. RECOMMENDED: MGMT 566 Organizational Behavior.

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1. Develop language for understanding diversity and inclusion in the workplace.
2. Evaluate the aspects of one’s identity and personal experiences that shape how they interact and engage with others, and how others interact and engage with them in organizational settings.
3. Analyze an organization’s current approach to leading diversity and propose ways to enhance learning and effectiveness in that organization.
4. Identify and evaluate the trends and issues confronting managers that result from increasing workforce diversity and globalization.
5. Build core competencies required for successful management and leadership in diverse contexts (e.g., the ability to collect, analyze, and synthesize information to make logical and informed decisions).

This course examines financial markets and financial intermediaries, and their role in creating and maintaining economic efficiency. It analyzes the performance of banks and other financial institutions and reviews the functions and measurements of money. It also examines and assesses the use of monetary policy tools, targets, and goals within the context of current economic conditions.

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1. Describe how vital financial markets and intermediaries are to a well-functioning economy.
2. Discuss the functions and aggregate measurements of money in our economy.
3. Demonstrate increased understanding of the lending process.
4. Summarize the history of banking and banking regulation in the U.S.
5. Review the major functions of the Federal Reserve System.
6. Discuss the increased interdependence of world economies and monetary policies.
7. Use supply and demand framework to analyze the bond market and interest rates, and differentiate between current yields and rates of return.
8. Critique the management of a commercial bank, including: asset, liability, liquidity, and capital management, as well as the management of credit and interest rate risks.
9. Evaluate the contributing reasons for the relative decline of commercial banks, as well as the financial intermediaries gaining in importance. 1
10. Discuss recent changes in U.S. banking laws and regulations, as well as the rationale for changes. 1
11. Analyze monetary policy tools, targets, and goals within the context of current economic conditions.

This course provides the learner with a thorough overview of investments. Topics include the analysis of investment vehicles (such as stocks, bonds, money markets, and mutual funds), consideration of risk and expected rates of return, time value of money applications, and the principles of asset allocation, risk tolerance, and diversification.

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1. Understand that there is a tradeoff between risk and return.
2. Differentiate between different types of investments.
3. Describe the principles of asset allocation.
4. Perform time value of money calculations, using formulas, financial tables, financial calculators and/or financial spreadsheets.
5. Differentiate among and critically evaluate the large variety of investment literature, including newspapers, periodicals, financial websites, prospectuses, and annual reports.
6. Compare and contrast the major investment vehicles available today, including stocks, bonds, money markets, and mutual funds.
7. Construct an asset allocation that is consistent with a given risk tolerance profile, target return, and time frame.
8. Select individual investments with the use of criteria such as investment objectives and risk/reward profiles; historical, expected and required returns; fees and expenses, and expected cash flows.
9. Calculate present and future values, payoff dates, payments, and rates of return using time value of money techniques, in order to meet investment goals. 1
10. Relate the concepts reviewed in this course to current economic and investment news.

A successful financial manager focuses on maximizing shareholder wealth, while also considering other stakeholders such as employees and communities. This course utilizes financial formulas, tables, and spreadsheets to focus on the financial functions of analysis, planning and decision-making, and control. Major topics include financial statement analysis and forecasting, working capital policy, cost of capital and capital budgeting techniques, interaction with financial markets, and time value of money techniques.

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1. Calculate tax liabilities and after-tax returns, and discuss the impact that taxes and marginal tax rates have on financial decision-making.
2. Construct interest rates using an assumed risk free rate, as well as the risk premiums that may apply.
3. Evaluate the pros and cons of the alternative forms of business organization and provide a rationale for organizational decisions.
4. Identify investment risks and compare expected and historical rates of return to calculated required rates of return.
5. Analyze financial statements and calculate financial ratios, in order to compare one period to the next, as well as to compare a company to its industry averages and competitors.
6. Develop forecasted (pro-forma) financial statements, and determine assets required to meet these forecasts.
7. Use cash flow analysis to construct a cash budget and analyze working capital components.
8. Analyze capital budgeting projects, including replacement and expansion decisions.
9. Formulate stock and bond valuations, using various models. 1
10. Determine a firm's cost of capital, using its actual and/or stated optimal capital structure. 1
11. Demonstrate the ability to clearly communicate financial information to a broad spectrum of audiences. 1
12. Identify the ethical issues inherent in the financial management of a business.

This course prepares managers to develop real-world financial models and to interpret financial information for effective business decision making. It builds upon knowledge in accounting, finance, and economics and emphasizes the strategic application of such knowledge in the corporate setting. Students employ the tools of analysts to develop their understanding of how managers use financial data to guide decisions and to increase value. Topics include capital budgeting, strategic investments, financial risk, and debt.

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1. Analyze case studies in financial modeling and decision-making.
2. Identify factors which influence and affect the integrity and accuracy of financial models.
3. Gather data to build and apply models used for financial decision-making.
4. Define and discuss the impediments, opportunities, and dilemmas, inherent in financial decision-making processes across industries.
5. Interpret complex financial information in the context of applied strategic decision-making for business.

This course provides prospective users of data base management systems with a solid theoretical and practical foundation for using these systems in a variety of contemporary organizational environments. The course traces the nature of DBMS from general conceptual structures, through the design, interface and implementation of actual database systems. The course includes a mix of classical database theory with practical hands-on application using state of the art DBMS packages; similar to those used today by large and small organizations alike to run their information systems.

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1. Describe classical database theory and the conceptual structures that underlie database management systems.
2. Demonstrate a working knowledge of the function, role, and structure of database systems from start to finish.
3. Design, build, modify, normalize, and generate queries (QBE) on database tables.
4. Design and generate reports for a variety of functional areas of business and facilitate end user access.
5. Set up interfaces with in-house or point of sale database software.
6. Understand data security and integrity including back up strategies.
7. Develop familiarity with both small office database systems (ie.MS Access) and with a “big system” database (Oracle).

This hands-on course introduces students to the role of the systems analyst in the development of information systems for organizations. The systems analyst is a problem-solver. As such, this course emphasizes development of effective solutions and communicating those solutions to the development team. Use of accepted design techniques, project management approaches, written and verbal communication, collaboration and teamwork, and organizational tools prepares the learner for the many demands of an entry-level systems analyst.

View Course Outcomes:

1. Describe the role of systems analyst within the organization.
2. Discuss the skills required to conceptualize an information system.
3. Successfully complete the initial analysis, problem definition, requirements definition, process modeling, and design phases of a realistic information systems case.
4. Communicate the nature and requirements of the information system to all colleagues, regardless of their technology orientation or knowledge, through written and verbal proposals.
5. Demonstrate the skills required to translate user requirements into concepts understood by designers/technicians.
6. Use collaborative tools and techniques to function as an effective member of the information technology team in order to achieve system objectives. Of particular importance is the use of Web-based technologies to participate in team activities.
7. Complete limited prototyping and programming associated with a project.
8. Design high level database requirements for the information system, and develop the analytical skills necessary to evaluate vendor designs. These requirements include, but are not limited to, conceptual design and logical design documents resulting in entity-relationship diagrams and identification of key attributes.
9. Present recommendations and findings in a public face-to-face or online forum and facilitate ensuing discussions.

This course helps students understand the important role of information technology in business strategy. Emphasizing the management of information technology rather than specific technical aspects, students explore the alignment of information technology with organizational goals, efficiencies gained through technology solutions, project management and the implementation of information technology, and organizational and industry changes driven by information technology. Investments in information technology for competitive advantage, the positioning of information technology in the organization, the pace of innovation in a digital economy, and emerging trends in information technology are discussed.

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1. Understand the importance of information technology as inextricable from business strategy and competitiveness.
2. Review case studies and research from the field to discuss drivers of success and failure in information technology innovation, project management, and business implementation.
3. Explore the history of technological innovation and its ongoing central role in business and management, from operational efficiency gains to change management paradigms.
4. Analyze the impact of information technology on specific industries and within the global economy.
5. Discover emerging trends in information technology and theorize about their potential impact on current practices and assumptions.

This course addresses the nature, functions, and operations of the legal system and how legal rules affect business operations. Students examine the legal framework of laws, rules, health and safety regulations, and judicial opinions that have direct and profound impacts on managerial decision-making and practice. Considerable emphasis is placed on the federal, state, and local regulations that directly impact business practice; consumer laws, labor and employment law; and the social and ethical environment of business policy and management practice.

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1. Identify legal issues inherent in business operations.
2. Analyze the legal complexities inherent in the practice of ethical business management.
3. Describe how an issue travels through the legal process of administrative hearings, trials, and appeals.
4. Explain the levels of the court system and their interaction with business and industry.
5. Recognize a challenge to their own rights by individuals or corporations, as well as by the government and identify the available means to assert and protect fundamental individual rights.
6. Distinguish the intent and effect of industry-specific legislation, e.g., mining, music, e-commerce, and the internet.
7. Explain how legislative changes at all levels (federal, state, and local) can affect business decision policy.
8. Apply their understanding of legal issues to managerial contexts and ethics-related business decisions.
9. Demonstrate critical insight into the ethical relationships among business, government, and society. 1
10. Distinguish between legal and ethical issues in business and identify practices that may be legal but unethical.

This course examines tools and methods used to manage projects of varying size and scope, and explores how these tools can be deployed to plan, schedule, execute, and assess projects from start to finish. Topics include cost, risk, and quality management frameworks. While designed primarily for students in management-related and technology-related fields, the course takes a broad approach, recognizing the diversity of professions which require project management skills and knowledge. Students will be introduced to the roles and responsibilities of project and program managers in various settings, to the knowledge areas of the Project Management Institute, and to the significance of project management teams.

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1. Use the appropriate terminology of the project management field to describe stages of projects.
2. Recognize the Project Management Body of Knowledge areas.
3. Define the scope of projects.
4. Explore risk management in relationship to projects.
5. Develop understanding of project planning and scheduling and predict the impact of change(s).
6. Employ project budgeting techniques and track costs.
7. Identify quality management frameworks and describe their value within industry.
8. Use software tools appropriate to project management.
9. Identify issues that affect projects across fields. 1
10. Articulate traits of successful project management, including roles and teams.

This course recognizes the deep connection between global trade, technology, and innovation. Combining studies in global business and its responsible management with the specialized knowledge of technology and global innovation management gives students the opportunity to prepare for successful careers in a global environment for firms that compete on the basis of innovation in products and services. PREQUISITE(S): MGMT 500 Principles of Management.

This course introduces the concept of global business as a system and the theories which underlie it; institutions that are visual evidences of it; production, marketing, financial, legal, human resource management, culture, politics and other subsystems which comprise the total system. It also examines national governmental and international institutional controls and constraints, which impact the environment in which the system operates. Students will examine growing worldwide interconnections to gauge the impact of globalization on managing organizations and people worldwide. Global business has an impact on all businesses, regardless of size or location of your business.

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1. Explain how the economic, political/legal, and financial environments affect global business operations.
2. Describe the ways culture affects all business activity.
3. Identify how geographic features of a country or region contribute to natural capital.
4. Explain strategies used by business in the competitive international market.
5. Explain how global businesses differ from domestic business.

This course guides participants in understanding nonprofit organizations and their management. Topics include motivations for starting nonprofit organizations as well as theories and strategies to balance the unique needs of nonprofits within market economies. This course covers considerations for staffing and volunteer management, funding sources, asset management, program evaluation and leadership structures as elements of identifying qualities of successful nonprofit organizations at various stages of development. Projects may include interviewing, building a nonprofit business plan, and presentations.

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1. Distinguish the unique elements of nonprofit organizations from the for-profit and public sectors in organizational makeup and delivery systems.
2. Explore the different aspects of management and operations including the supervision of employees and volunteers.
3. Investigate the historical, philosophical, theoretical and ethical perspectives of nonprofit organizations, including current trends and challenges facing nonprofits.
4. Describe the various stakeholders in nonprofit organizations and the role of the Board of Directors.
5. Analyze the importance of strategic planning, fundraising strategies, finances, marketing, and program evaluation within nonprofit organizations.

Nonprofit management is becoming a recognized specialty, with a growing number of individuals and entities specializing in nonprofit financial management. Concepts cover financial management considerations related to ethics, governance, policy and mission frameworks that are unique to nonprofit organizations and practices.

View Course Outcomes:

1. Model nonprofit management from a financial leadership viewpoint.
2. Examine discipline-specific concepts in the areas of ethics, governance, policy, and financial management.
3. Illustrate financial management concepts in a variety of nonprofit settings.

The upper level Business Management Internship is a field-based experience designed to develop and hone the practical application skills of a Business Management major. Students apply for an internship at a self-selected site and negotiate the terms of the internship experience with a site supervisor under the general auspices of their Granite State College internship mentor. The internship requires documented evidence of eighty hours of supervised experience and practice in a field setting where business management-related knowledge and skills are applied. NOTE: It is recommended that learners have completed the majority of upper level course work in their major prior to enrolling in this course. Registration for this course is by permission of the Office of Academic Affairs. Earlier registration deadlines may apply.

This capstone course focuses on the concepts and techniques of business management. It analyzes the process of developing and executing strategies designed to maximize a company's competitive advantage. With this information, students will develop skills to determine the appropriate strategy to fit the company's unique resources and environment. Students will have the opportunity to participate in experiential learning that will allow them to apply previous learning and degree content by crafting and executing strategy. They will also apply their knowledge of strategic management to their own field of professional interest by completing a course project. Students will also be required to submit professional documents such as a cover letter, resume, and professional portfolio as part of the course.

This capstone course is a field-based internship designed to develop and hone the practical application skills of a Business Management major. The course requires students to integrate the knowledge and skills gained from other courses in the program and to demonstrate the ability to apply their knowledge to new subject matter and practical situations. Students apply for an internship at a self-selected site and negotiate the terms of the internship experience with a site supervisor under the auspices of their Granite State College mentor. The internship requires documented evidence of eighty hours of supervised experience and practice in a field setting where management-related knowledge and skills are applied. Students will also be required to submit professional documents such as a cover letter, resume, and professional portfolio as part of the course. NOTE: Registration for this course, an internship, is by permission of the Office of Academic Affairs. Early registration deadlines may apply.

View Course Outcomes:

1. Apply knowledge and gain experience of systems, operations, ethics and roles fundamental to the field, in the context of an individually developed project within a supervised field-setting.
2. Develop professional documents to promote an individual's brand.
3. Understand the internship site's mission and identify how the business or organization serve its designated clientele.
4. Acquire an experientially-based knowledge foundation to inform and guide their future career choices in the management field.
5. Follow Granite State College policy that all research activities which involve human participants, regardless of the level of risk foreseen, require review and written approval by the College's Institutional Review Board prior to the initiation of the activity.
6. Understand the importance of assessment and evaluation in providing service and acquire knowledge of quality assurance as represented in the internship setting.
7. Present and discuss a summative project to articulate the internship, conclusions, and reflections on the integration of knowledge achieved through the completion of the experience.

This capstone course builds on all previous coursework. By completing a course project, students synthesize practical knowledge and academic theories to develop and implement effective managerial strategies in their own field of professional interest. Students will have the opportunity to explore current research in the field of management to meet their personal professional goals and goals of their organizations. Professional documents such as a cover letter, resume, and professional portfolio are developed by students in this course.

This course reviews the fundamental concepts of organizational behavior in the context of an increasingly diverse and evolving society. The study of organizations encompasses several key knowledge areas essential to today’s managers and leaders: Social diversity, perceptions and behaviors, culture, team and group dynamics, conflict and negotiation, decision-making, motivational factors, communication methods, change management, and organizational design and structure. Through various modes of engagement, these areas are analyzed to better understand and identify the influential components of organizational behavior as they relate to effectiveness and sustainability.

View Course Outcomes:

1. Identify key theories, models, and management styles as found in an organizational setting.
2. Analyze an organization and make behavioral recommendations for development and effectiveness by utilizing critical thinking skills.
3. Apply theories and concepts related to the decision-making process in various organizational settings.
4. Demonstrate the ability to conduct research and formulate a synthesized literature review to form conclusions on a specified topic related to organizational behavior.
5. Establish a team-oriented goal that requires communication, inclusion, problem-solving, decision-making, and implementation strategies.
6. Demonstrate the ability to comprehend and articulate key concepts relating to both individuals and groups in an organizational context.

Nonprofit management is becoming a recognized specialty, and there are a growing number of individuals and entities specializing in nonprofit financial management as well. With this growth in numbers comes a comparable growth in the demand for sophisticated management. No longer is it enough just for one's financial records to be in order; one must be able to demonstrate good financial systems to meet all the other rising demands on today's nonprofit.

View Course Outcomes:

1. Demonstrate the capacity to understand nonprofit management from a financial leadership viewpoint and to act consistently with that understanding;
2. Demonstrate mastery of discipline specific concepts in the areas of ethics, governance, policy and financial management;
3. Apply financial management concepts in a variety of nonprofit settings.