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Business Administration |
BUSINESS ADMINISTRATION
Program Director: Gary F. McKinnon
640 TNRB
Provo, UT 84602-3113
(801) 378-3500
Fax (801) 378-4808
E-mail: mba@byu.edu
THE PROGRAM OF STUDIES
The Master of Business Administration Program is administered by the Marriott School of Management. It is a two-year program designed to prepare the graduate student for a career in business. The program focuses on four areas—globalization, integration, technology, and entrepreneurship. Increasingly, international focus and entrepreneurship are encouraged to better prepare the student for the world of business. Currently the program presents a new and exciting approach to teaching business management. Courses are integrated across disciplines in order to use faculty expertise from different points of view. Concept days are alternated with case study days to improve practical application.
The curriculum has been designed to achieve the twofold task of giving the student (1) a general management education and (2) depth in area(s) bearing specifically on personal professional interests.
Students who complete the program will have (1) acquired an understanding of business and management tools and principles that have enduring significance in a changing environment, (2) developed advanced knowledge in a field of concentration in the area of the student's major interest, (3) achieved an understanding of the utilization of quantitative methods and behavioral sciences in the solution of business problems, (4) obtained skills in critical analysis and careful reasoning, and (5) strengthened their ability to communicate effectively.
In addition to the MBA, the Marriott School of Management offers an Executive Option MBA, a joint JD/MBA, a joint MBA/MA in international area studies, and a joint MBA/MS in mechanical or manufacturing engineering.
Business Administration—MBA
MBA classes are generally not available to students other than those in
the following programs: master of business administration, juris doctor/
master
of business administration, master of public administration, master of
accountancy, master of business administration/master of arts in international
and area studies, or master of organizational behavior. All first-year
MBA classes are required for graduation.
Admission and Entry.
Requirements for Degree.
First-Year Program: courses in financial management, marketing management, operations management, managerial economics, macroeconomics and the business environment, business and government, managerial accounting, quantitative methods, computers and management, organizational behavior, written and oral communication, management simulation, and the MBA Management Seminar.
Second-Year Program: courses in business policy, business and society, and the MBA Management Seminar.
Executive Option—MBA
The Executive Master of Business Administration Option is a rigorous program in general management for fully employed professionals. Designed for managers and professionals who typically have at least from three to four years of full-time managerial work experience, it consists of courses similar to the full-time MBA Program but is unique in reflecting the work and management experience of its students.
Obtaining an MBA degree through the Executive MBA Option requires a year-round commitment for two years. Class sessions are generally held two evenings each week and occasionally on Saturdays. Students spend one residency week on campus each year in a complex case analysis and other concentrated study. Executive MBA classes are generally not available to students in other programs. Special requests should be made to the Executive MBA Policy Committee, c/o the Executive MBA Office. For details concerning admission requirements and application dates, consult the Executive MBA Office, 637 TNRB, Provo, UT 84602-3012; telephone (801) 378-3622; fax (801) 378-7830; e-mail: emba@byu.edu.
Joint Program—MBA/JD, MBA/MA, MBA/MS
Three joint degrees are offered in connection with the MBA degree. The MBA/JD is a program in business administration and law offered with the J. Reuben Clark Law School. The MBA/MA is a program of business administration and international and area studies sponsored by the David M. Kennedy Center for International Studies. The MBA/MS is a program of business administration, mechanical and manufacturing engineering, and industrial design.
Inquiries about any of these programs should be directed to the MBA Office. No joint degrees are available in combination with the Executive MBA Option.
FINANCIAL ASSISTANCE
The MBA Program utilizes the Marriott School of Management's financial aid provisions. Qualified students can receive aid from the following: the MSM Scholarship Fund, private scholarship donations, assistantship awards, and loan assistance.
Scholarships. The MSM currently has over sixty-five private scholarships. Information and applications are available for second-year students in 730 TNRB (deadline: March 31). In addition, the MBA Program awards scholarship funds to first-year students based on academic merit and offers several private MBA scholarships.
Assistantships. Research and teaching assistantships are available for qualified second-year students.
Loans. Several loans are available for MSM students:
More information on and applications for these loans are available from the BYU Financial Aid Office, A-41 ASB, (801) 378-4104.
RESOURCES AND OPPORTUNITIES
Business administration students utilize the N. Eldon Tanner Building, which houses the Marriott School of Management. Surrounding the dramatic eight-story atrium at the building's center are lecture and seminar rooms, study rooms, a computer laboratory, and a working library.
The Marriott School of Management is recognized as one of the outstanding management schools in the nation. Faculty are actively engaged in research and publication, and they fill leadership positions in a number of national professional organizations. The school has developed innovative educational programs that include internships, executive visitation programs, special student consulting and research projects, and other activities designed to bring management education and training closer to management practice. This is accomplished, in part, through the MSM's National Advisory Council and the Executives on Campus Program.
Consisting of sixty-five to seventy prominent business and government executives, the National Advisory Council lends major support to the Marriott School of Management. Students benefit by interacting with council members in special campus lectures and seminars and by visiting or working with these executives in their respective organizations. Furthermore, the council assists students with placement opportunities, helps develop funding sources for scholarships, and provides professional development for faculty members.
The Executives on Campus Program gives students an opportunity to interact with distinguished business and government leaders who come to campus. These executives visit classes and meet with student organizations as well as participate in the Executive Lecture Series and the Entrepreneurship Lecture Series.
COURSE DESCRIPTIONS
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MBA Required Courses
97R. Computer Skills for Managers. (0)
One-week review of computer skills, offered before first semester for those without adequate background. Fee.
500. Corporate Financial Reporting. (2.5)
Analyzing wide variety of financial reporting issues via published corporate financial statements.
510. Managerial Economics. (2.5)
Application of specific micro- economic principles to business operations in a market economy.
511. Macroeconomics and Business Environment. (2)
Aggregate economic fluctuations and their impact on business decisions.
520. Business Finance 1. (2.5)
Short-term financing of a business operation. Developing techniques for financial planning, such as analysis of ratios, profitability, and liquidity.
530. Statistical Analysis. (2.5)
Introduction to applied business statistics, emphasizing hypothesis- testing techniques and simple and multiple correlation and regression.
533. Operations Management 1. (2)
Strategic positioning, planning, coordination, and physical processes of delivering services or manufacturing products. Included are such topics as product and process design, inventory planning and control, quality assurance, work force motivation, incentives, and control.
540. Organizational Behavior. (2.5)
Analysis of individual, group, and organization variables that inhibit or facilitate effective organizational functioning. Topics include motivation, rewards, leadership, conflict, decision making, structure, evaluation, and change.
550. Marketing Management 1. (2)
Development of analytical marketing tools and techniques; their utilization in case analysis and decision making in marketing management.
560R. Integrative Exercise. (0.5)
Integrated applications of case analysis and presentation skills. Students work as groups to analyze cases and formulate recommendations, then make professional presentations to groups representing management.
561. Written and Oral Communication 1. (2)
Most frequent business communication techniques. Learning accepted business correspondence and report-writing concepts and developing skills that contribute to effectiveness in oral and written situations in business.
562. Written and Oral Communication 2. (1.5)
Continuation of Written and Oral Communication 1. Analysis of oral communication techniques in practice and limited theory. Several experiences presenting orally before video cameras with expert feedback. Practice presenting orally before peers. Supervised goal setting and self- improvement in written and oral communication situations.
569. Basic Quantitative Skills. (0.5)
Basic modeling and data summarization. Utilizing spreadsheets in quantitative business cases.
570. Data Exploration. (1)
Graphical and statistical techniques for extracting managerial insights from business data. Effective communication of quantitative findings for business decision making.
580. Introduction to Strategy. (2)
Introduction to strategic planning; concepts, models, and analysis.
585. Management and Technology. (2)
Management and control with information technology. Information flow, database design, and use applied to cost controls and managerial decision making.
591. Business, Government, and International Economy. (3)
Holistic analysis of environment in which corporations exist and operate: changing economic, political, and social forces and institutions and policies through which different communities influence activities of business.
593R. Management Seminar. (1)
Invited guests speak on topics of general management interest ranging from ethics, industry problems and opportunities, and government policies to relevant current events.
680. Business Policy. (3)
Top-management approach to the problems of determining corporate strategy.
682. Ethics, Business, and Society. (3)
Nature of personal and corporate responsibility from perspective of global system in which we all live.
MBA Electives
572. Business Chinese 1. (3)
Prerequisite: fluency in Chinese.
For experienced speakers of Chinese. Emphasis on business concepts, practice, and case study—including conversing, reading, and presenting—while enriching business vocabulary.
573. Business French 1. (3)
Prerequisite: fluency in French.
For experienced speakers of French. Emphasis on business concepts, practice, and case study—including conversing, reading, and presenting—while enriching business vocabulary.
574. Business German 1. (3)
Prerequisite: fluency in German.
For experienced speakers of German. Emphasis on business concepts, practice, and case study—including conversing, reading, and presenting—while enriching business vocabulary.
575. Business Japanese 1. (3)
Prerequisite: fluency in Japanese.
For experienced speakers of Japanese. Emphasis on business concepts, practice, and case study—including conversing, reading, and presenting—while enriching business vocabulary.
576. Business Korean 1. (3)
Prerequisite: fluency in Korean.
For experienced speakers of Korean. Emphasis on business concepts, practice,
and case study—
including conversing, reading, and presenting—while enriching
business vocabulary.
577. Business Spanish 1. (3)
Prerequisite: fluency in Spanish.
For experienced speakers of Spanish. Emphasis on business concepts, practice, and case study—including conversing, reading, and presenting—while enriching business vocabulary.
578. Business Portuguese 1. (3)
Prerequisite: fluency in Portuguese.
For experienced speakers of Portuguese. Emphasis on business concepts, practice, and case study—including conversing, reading, and presenting—while enriching business vocabulary.
581. Business Policy. (3)
Top-management approach to problems of determining corporate strategy. Structured for accounting students.
586 Data Communication. (3)
Prerequisite: admission to MSM graduate program.
Principles of data communications, local and wide area networks, hardware, software, media, standards, application, implementation, and management.
599. Internship Practicum. (1-9)
Internship providing hands-on experience in management positions.
601. Managerial Accounting 2. (3)
Continuation of Managerial Accounting 1, with particular emphasis on process costing systems and current costing issues, problems, and applications. Course requires completion of approved project.
602. Federal Income Taxation. (3)
Analysis of business transactions for their tax factors. Basic structure of the law and implications of both personal and corporate income tax.
603. Advanced Information Systems Analysis. (3)
Prerequisite: admission to MSM graduate program.
Advanced systems analysis and design, emphasizing information requirements, input/output analysis, and procedure documentation.
604. Advanced Information Systems Design. (3)
Prerequisite: ISys 643
Advanced concepts and techniques of systems analysis and design, emphasizing systems development, systems tools, prototyping, and related topics.
605. Advanced Database Analysis and Design. (3)
Advanced database organization, emphasizing conceptual and logical design, semantic modeling, database integrity, and security.
606. Seminar in Current Accounting Problems. (3)
Current accounting thought and issues. Varied course content and format in accordance with interests of the instructor and students.
607. Management Consulting and Projects. (3)
Prerequisite: MBA 603.
Application of technical knowledge in the role of a consultant to management. Includes preparation of proposals, conducting an engagement, reporting results, and recommending change.
608. Advanced Fourth-Generation Programming Languages. (3)
Advanced skills development in programming languages, emphasizing fourth-generation languages.
610. Consulting Applications of Economic Analysis. (3)
Applying economics, including dynamic modeling, to problems of managing business transactions.
611. National and International Business Environment. (3)
Prerequisite: MBA 610.
Presentation of the macroeconomy at intermediate level, with special attention to government and international trade sectors.
613. Business and Economic Forecasting: Theory and Application. (3)
Forecasting methodologies, emphasizing time series analysis and stressing practical applications.
614. Market Analysis and Decision Making. (3)
Marketing research, economic theory, and statistics in managerial decision making. Understanding management's role in working with technical specialists to improve business planning.
615R. Seminar in Managerial Economics. (3)
Preparing and presenting economic analysis to line managers.
616. Principles of Risk and Insurance. (3)
Identifying, measuring, and dealing with personal risk. Introduction to property/casualty as well as life and health insurance issues and products.
617. Risk Management. (3)
Management of risk exposures in a business setting. Identifying, measuring, and dealing with both traditional insurable risks and financial risks..
618. Personal Financial Planning. (3)
Financial decision making by the household: income tax, retirement and estate planning, investment strategy, portfolio management, and personal risk management. Business interests affecting personal finances.
620. Topics in Finance. (3)
Selected issues in financial management and/or investments.
621. Advanced Corporate Finance. (3)
Issues such as mergers/acquisitions, valuation, financial restructurings, leveraged buyouts, capital structure, international portfolio analysis, tax-driven decisions, leasing, recapitalizations, and industry restructurings.
622. Investments. (3)
Basic principles and techniques of investment analysis and portfolio selection and management. Portfolio policies available to investors.
623. Investment Theory and Evidence. (3)
Modern investment theory and evidence, including asset pricing models, options pricing, the efficient markets hypothesis, portfolio diversification, and performance measures.
624. Capital and Security Markets. (3)
Functions and instruments of capital markets: relationships to money markets, historical background, structures, and analysis of significant economic problems and trends in the markets.
625. Management of Financial Institutions. (3)
Problems and policies of financial institutions, including competition for funds, asset liability management, capital management, strategic diversification, and shaping of competitive strategy.
626. Short-Term Financial Management. (3)
Overview of treasurer's function: cash, liquidity, payables and receivables management; short-term borrowing, electronic data interchange, bank service products, international transactions, and forecasting.
627. International Finance. (3)
Impact that currency, tax, and capital market variations between countries have on sourcing of funds, management of working capital, investment of funds, and protection of assets. Understanding the foreign exchange market.
628. Futures and Options Markets. (3)
Futures markets (with a primary orientation toward commodity speculation) and theory of options pricing; formation and use of options pricing techniques; investment strategies using options.
629. Silver Fund. (3)
Team management of actual investment portfolios for a full year. Responsibility for economic forecasts, security selection, and portfolio strategy. Students apply for a position of management in the spring for the following year. Selections for participation made by faculty committee.
630. Managers Quantitative Tool Kit 1. (3)
Development of computer- augmented practical skills available to today's managers. Modules include modeling, simulation, optimization, survey statistics, forecasting, econometrics, and graphic presentation.
631. Advanced Data Analysis. (3)
Use of standard methods of statistical estimation and inference in analyzing empirical and experimental data. Topics include introduction to experimental design, analysis of variance and covariance, factor analysis, multiple regression, and discriminant analysis.
632. Managers Quantitative Tool Kit 2. (3)
Continuation of Managers Quantitative Tool Kit 1.
633. Operations Management 2. (3)
Completion of operations fundamentals begun in MBA 533. Production and associated management systems that exist in business enterprises.
634. Total Quality Management. (3)
Developing a structural system for meeting and exceeding customer needs and expectations, including topics such as developing teams, benchmarking, paradigm shifts, and statistical SPC and QFD.
635. Systems Analysis and Design. (3)
Application of business systems analysis and design to situations ranging
from small intracompany functional units to large company-
industry interactions.
636. Operations Management Seminar. (3)
Cases, readings, and research on current industrial practices and problems in production and operations management.
637. International Management and Production Techniques. (3)
International manufacturing processes and relationships. Variations that occur in policy and techniques between countries.
638. Strategic Issues in Manufacturing. (3)
Interface of strategy and manufacturing. Topics include: capacity and facilities management, work force management, quality management, technology management, vertical integration, manufacturing infrastructure, manufacturing interface with other functions, and incorporating manufacturing in corporate strategy.
639. Product Development: Market to Concept. (3)
Prerequisite: graduate standing as a student in the MBA, MeEn, or MFET or instructor's consent.
Strategies, processes, tools, and methods in product development, focusing on initial stages of market and competitive assessment to concept development.
643. Management Philosophy and Style. (3)
Contemporary models of management and developing a philosophy of management.
644. Advanced Personnel Administration. (3)
Prerequisite: one course in statistics and/or research methodology.
Personnel functions from a theoretical, applied, and research orientation: manpower planning, selection, interviewing, test validation, performance appraisal, equal opportunity, compensation, and employee relationships.
645. Managing Organization Cultures. (3)
Insights and skills used to diagnose relationship between organizational mission and organizational culture. Patterned customs and meanings of a particular group, such as taken-for-granted assumptions, values, and conceptual frameworks. Primarily oriented toward getting students into organizations where they can apply and improve their skills and insights.
646. Organizational Theory. (3)
Concepts and research findings from psychology, social psychology, sociology, cultural anthropology, and systems theory that are useful in understanding behavioral forces operating in complex organizations and their implications for organizational development.
647. Advanced Seminar in Organizational Behavior. (1-3)
Varied topics may include conflict resolution, power and influence, intergroup relations, career development and planning, and management skills.
648. Dynamics of Organization Change: Interventions and Strategies. (3)
Forces operating to induce or resist change in organizations; strategy and tactics of organization change; current methods of producing organization change.
649 (MBA-OrgB 531). Managing Entrepreneurial Firms and Family Businesses. (3)
Issues and problems faced by managers of entrepreneurial enterprises and leaders of family-owned businesses.
650. Marketing Research and Information Systems. (3)
Consulting course that blends marketing theory and practice and for which a commissioned, proprietary, marketing research project is the major component. Problem identification and definition, descriptive research techniques, uni- and multivariate analysis, and development of actionable recommendations based on market data.
651. Buyer Behavior and Marketing Decisions. (3)
Applying behavioral science concepts and consumer research methods and findings to marketing problems. Behavioral dimensions of markets and market segments as they influence marketing decisions.
652. Quantitative Methods and Market Analysis. (3)
Applying quantitative methods in marketing analysis, including various forecasting procedures, multidimensional scaling, multiple discriminant analysis, Bayesian decision making, analysis of variance, regression and correlation, and other techniques.
653. Seminar in Marketing. (3)
Intensive study of selected marketing topic such as international marketing, social issues in marketing, government regulation of marketing, sales forecasting, institutions and channels, marketing in nonbusiness organizations, marketing theory, and marketing models.
654. Sales Management. (3)
Personal selling and sales management, including strategic role of personal selling; business-to-business selling; organizing, directing, and compensating the sales force; and evaluating sales performance.
655. Retailing Management. (3)
Management perspective of retail strategy, merchandising, inventory management, promotion, location, and control. For those planning a retailing career.
656. Business Negotiating. (3)
Managerial negotiating skills through frequent student one-on-one and group negotiations that are videotaped and then reviewed.
657. Product Management. (3)
Developing and managing consumer and international products: product selection, line planning, brand management, packaging, market testing, government regulations, market launch, and competitive strategy.
658. International Marketing. (3)
Institutions and techniques related to marketing goods and services in other countries: international dimensions of product, price, distribution channels, and promotion as they are adjusted to meet social, cultural, and political environments found in other countries.
659. Business-to-Business Marketing. (3)
Company and institutional markets, managing R&D and technical product development, building and managing customer relationships and service, and competitive bid pricing in business market environment.
660. Strategic Marketing and Planning. (3)
Strategic market analysis and development and implementation of a strategic marketing plan for a new product, new business, or an ongoing operation.
666. Managing Human Resource Strategically. (3)
Understanding key human resource activities (selection, training, appraisal, compensation, and development) and how managers can use them to help formulate and implement strategies.
672R. Business Chinese 2. (1.5)
Prerequisite: fluency in Chinese.
For experienced speakers of Chinese. Emphasis on business concepts, practice, and case study—including conversing, reading, and presenting—while enriching business vocabulary.
673R. Business French 2. (1.5)
Prerequisite: fluency in French.
For experienced speakers of French. Emphasis on business concepts, practice, and case study—including conversing, reading, and presenting—while enriching business vocabulary.
674R. Business German 2. (1.5)
Prerequisite: fluency in German.
For experienced speakers of German. Emphasis on business concepts, practice, and case study—including conversing, reading, and presenting—while enriching business vocabulary.
675R. Business Japanese 2. (1.5)
Prerequisite: fluency in Japanese.
For experienced speakers of Japanese. Emphasis on business concepts, practice, and case study—including conversing, reading, and presenting—while enriching business vocabulary.
676R. Business Korean 2. (1.5)
Prerequisite: fluency in Korean.
For experienced speakers of Korean. Emphasis on business concepts, practice,
and case study—
including conversing, reading, and presenting—while enriching
business vocabulary.
677R. Business Spanish 2. (1.5)
Prerequisite: fluency in Spanish.
For experienced speakers of Spanish. Emphasis on business concepts, practice, and case study—including conversing, reading, and presenting—while enriching business vocabulary.
678R. Business Portuguese 2. (1.5)
Prerequisite: fluency in Portuguese.
For experienced speakers of Portuguese. Emphasis on business concepts, practice, and case study—including conversing, reading, and presenting—while enriching business vocabulary.
683. Entrepreneurial Perspective. (3)
Developing awareness of and ability to apply existing knowledge about entrepreneurship to make better decisions when starting, growing, and harvesting business ventures.
684. Global Management 1. (3)
Foundation course for students interested in global management—
international
finance, operations, marketing, and strategy taught in an integrated format.
685. Global Management 2. (3)
Prerequisite: MBA 684.
Continuation of Global Management 1.
686. Real Estate Management. (3)
Applying principles and techniques of property investments, including determining value, financing arrangements, and marketing and management problems.
688 (MBA-ManEc). Applied Econometrics. (3)
Prerequisite: ManEc 300, 301, calculus or equivalent, and a first course in econometrics.
Econometric techniques and applications.
689. Business Law. (3)
Introduction to body of law that governs behavior of corporate executives in their relations with board of directors, stockholders, and general public.
690R. Management Field Study. (3)
Experience working with faculty and management in assisting businesses with specific projects.
692. Business in History. (3)
Origins of modern business and corporate activity in Europe; development of modern business in the United States; and use of historical analysis as a tool for management. Lectures, readings, cases, and discussions of entrepreneurs, corporations, and industries.
693R. Readings and Conference. (1-3)
Subject to be arranged with instructor. Approval must be obtained from the MBA Office.
Executive MBA Required Courses
500. Introduction to Management. (2.5)
Five days on campus emphasizing the broad range of managerial issues and decisions.
501. Management Fundamentals 1. (9)
Major business concepts and tools of finance, organizational behavior, marketing, operations, information systems, communications, micro- and macroeconomics.
502. Management Fundamentals 2. (9)
Continuation of Management Fundamentals 1.
503. Management Integration. (7)
Taught concurrently with the two Management Fundamentals courses. Relates functional concepts to each other and the business environment.
600. Introduction to Strategy. (4)
Tools and concepts for strategy formulation and implementation; industry analysis and role of general manager. Intensive week on campus required.
610. Business, Government, and International Economics. (3.5)
Analysis of environment in which corporations exist and operate—changing economic, political, and social forces.
680. Business Policy. (3)
Top-management approach to problems of determining corporate strategy.
684. International Management. (4)
Aspects of conducting business in a global environment, culminating with an international excursion visiting companies in several countries.
690. Management Practicum. (3)
Applying management concepts by working in groups on multi-disciplinary projects with their own companies.
Executive MBA Electives
612. Managing Information Technology. (2)
Impact of information technology, trends in business, the strategic role, and managing the development of information technology.
620. Corporate Financial Strategy. (3)
Important problems surrounding issues of financial strategy and tactics confronting top financial and general managers.
621. Money, Financial Institutions, and Economic Activity. (2)
Economic analysis of effects of money, banking, and financial institutions on business decisions and aggregate economic activity.
622. Investments. (2)
Review of modern investment theory. Practical study of principles and techniques of investment analysis, portfolio selection, and management.
630. Personal Finance/Risk Management. (2)
Financial decision making by the household, including how business interests and risk affect personal finances.
632. Corporate Entrepreneurship/ Innovation. (2)
Fostering innovation and change within existing corporations, including challenge of motivating workers to deal with changing environments.
635. Introduction to Business Negotiation. (2)
Principles and processes of conducting negotiations in business.
638. Technical Management, Project Management and Services. (3)
Manufacturing process and product development, time to market, rapid response manufacturing and distribution, and the unique requirements of service businesses.
640. Advanced Seminar in Organizational Behavior. (3)
Special topics or problems in organizational behavior, e.g., conflict resolution, power and influence, intergroup relations, career development, and planning or management skills.
645. Economics of Strategy. (2)
Strategic formulation of boundaries of the firm, market and competitive analysis, and strategic position and dynamics.
650. Seminar in Marketing. (3)
Selected marketing topics such as international marketing, government regulation of marketing, marketing theory, and marketing models.
651. Strategic Marketing Planning. (2)
Strategic market analysis and development and implementation of strategic marketing plan for a new product, new business, or ongoing operation.
655. Manager's Tool Kit. (2)
Developing computer-augmented practical skills available to today's managers. Modules include modeling, simulation, optimization, survey, statistics, forecasting, econometrics, and graphic presentation.
660. Advanced Operations Management. (3)
Presentations and discussion of classical and current models and solution techniques in production and operations management.
662. Product Management Tool Kit. (2)
Developing and managing consumer and international products: product selection, line planning, brand management, packaging, market testing, government regulations, market launch, and competitive strategy.
665. Building Competitive Advantage Through People. (2)
Staffing and training for competitive advantage in the global business environment. The fit between strategy, structure, and human resource practices.
669. Advanced Seminar in Managing Service Quality. (2)
Managing service quality in the firm. Paradigm shift from command-and-control models to importance of climate and culture.
670. Influencing Public Policy. (2)
Understanding issues and effects of public policy and how managers can work to affect policies.
682. Ethics, Business and Society. (2)
Nature of personal and corporate ethical responsibility from perspective of global system.
693. Selected Topics in Management. (3)
Subject(s) to be determined by instructor.
FACULTY 
ANDRUS, ROMAN R., Professor. PhD, Columbia University, 1965. Marketing.
BAKER, WILLIAM H., Professor. EdD, Oklahoma State University, 1974. Written and Oral Communication.
BARNES, HOWARD W., Professor. Dr. rer. pol., Technical University of Brunswick, Germany, 1968. Marketing; International Business.
BLOOD, DWIGHT M., Professor. PhD, University of Michigan, 1963. Micro and Macro Theory; Macro Policy.
BRYSON, PHILLIP J., Professor. PhD, Ohio State University, 1967. Economics.
CALL, IVAN T., Professor. DBA, Indiana University, Bloomington, 1969. Financial Management; Management of Financial Institutions.
CLARKE, DARRAL G., Professor. PhD, Purdue University, 1972. Strategy Paradigms; Market Analysis and Decision Making; Planning for Small Businesses.
COX, CHARLES M., Associate Professor. PhD, University of Washington, 1978. Corporate Finance.
CRAWFORD, ROBERT G., Associate Professor. PhD, Carnegie-Mellon University, 1975. Business Economics.
DAINES, ROBERT H., Professor. DBA, Indiana University, 1966. Finance and Strategy.
DETIENNE, KRISTEN B., Assistant Professor. PhD, University of Southern California, 1991. Organizational Communication.
GEURTS, MICHAEL D., Professor. PhD, University of Oregon, 1972. Sales Forecasting; Marketing Research.
GIAUQUE, WILLIAM C., Professor. DBA, Harvard University, 1972. Quantitative Business Analysis.
HANSEN, MARK H., Assistant Professor. Texas A&M, 1996. Strategic Alliances; Trust and Cooperation; Strategy and Entrepreneurship Issues.
HANSON, GARTH, Associate Lecturer. PhD, University of Nebraska, 1973. Marketing and Organizational Behavior.
HANSON, KAYE T., Assistant Professor. PhD, Brigham Young University, 1983. Oral Communication.
HARTMAN, LARRY D., Associate Professor. EdD, Oklahoma State University, 1973. Communication.
HEATON, HAL B., Associate Professor. PhD, Stanford University, 1983. Finance.
HILL, NED C., Professor. PhD, Cornell University, 1976. Finance.
HOWARD, JANET M., Assistant Professor. EdD, Brigham Young University, 1985. Written and Oral Communication.
HUNT, H. KEITH, Professor. PhD, Northwestern University, 1972. Marketing.
JACKSON, W. BURKE, Associate Professor. PhD, Stanford University, 1978. Manufacturing Strategy; Production and Operation Management; Business Strategy and Business Policy.
LAMBERT, WILLIAM R., Associate Professor. DBA, Indiana University, Bloomington, 1968. Investments.
LEE, TERRY NELS, Associate Professor. PhD, University of Washington, 1973. Production; Quantitative Methods.
MCDONALD, JAMES B., Professor. PhD, Purdue University, 1970. Quantitative Methods; Econometrics.
MCKINNON, GARY F., Professor. PhD, University of Texas, Austin, 1968. Marketing.
MCQUEEN, GRANT R., Associate Professor. PhD, University of Washington, 1989. Finance.
MERRILL, CRAIG, Assistant Professor. PhD, University of Pennsylvania, 1994. Finance; Insurance.
NELSON, RAY. D., Associate Professor. PhD, University of California, Berkeley, 1975. Managerial Economics.
PINEGAR, J. MICHAEL, Professor. PhD, University of Utah, 1982. Finance.
PLENERT, GERHARD J., Associate Professor. PhD, Colorado School of Mines, 1987. Operations.
RINNE, HEIKKI, Associate Professor. PhD, Purdue University, 1981. Marketing.
SANDERS, W. GERARD, Assistant Professor. PhD, University of Texas, Austin, 1996. Executive Compensation Structure and Strategic Firm Investment Behavior; Acquisitions; International Development; Business Exits and Stock Repurchases.
SAWAYA, WILLIAM J., JR., Associate Professor. PhD, Arizona State University, 1971. Operations Management.
SCHILL, RONALD L., Professor. PhD, University of Oregon, 1971. Industrial Marketing/ Procurement; Sales Management.
SMART, KARL, Assistant Professor. PhD, University of Florida, 1989. Rhetorical Strategies; Technical Communications; American Culture; Composition.
SMITH, MILTON E., Professor. PhD, University of Utah, 1981. Management of Financial Institutions; Insurance.
SMITH, SCOTT M., Professor. PhD, Pennsylvania State University, 1979. Marketing.
STONE, BERNELL K., Professor. PhD, Massachusetts Institute of Technology, 1968. Finance.
SWENSON, MICHAEL J., Associate Professor. PhD, University of Oregon, 1980. Marketing.
SWINYARD, WILLIAM R., Professor. PhD, Stanford University, 1976. Marketing; Consumer Behavior.
THORLEY, STEVEN R., Assistant Professor. PhD, University of Washington, 1991. Finance.
TIMM, PAUL ROY, Professor. PhD, Florida State University, 1977. Organizational Communications; Psychology Management.
WHITLARK, DAVID B., Assistant Professor. PhD, University of Virginia, 1990. Marketing.
WILSON, BRENT D., Associate Professor. DBA, Harvard University, 1969. International Business.
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