MGT 301. Principles of Management (3; F/S)
Three hours per week. Prerequisite: Junior status. Introductory course for all higher management courses. Systems analysis of the planning, organizing, directing, and controlling functions applicable to all type organizations: business, government, military, hospitals, universities and others.
MGT 308WI/SI. Business Communications (3; F/S)
Three hours per week. Prerequisite: ENGL 103; CS 150; sophomore status. A "C" (2.0) or better is required in order to use this course as part of the core requirement for all business majors. Teaches the patterns of practical business communication. The emphasis is on constructing memos, letters, proposals, formal research reports, plus developing listening and speaking skills, presenting written case analyses, exploring new communication technologies, and preparing for the job search.
MGT 310. Organizational Behavior and Leadership Skills (3; F/S)
Three hours per week. Prerequisites: Junior status. This course draws upon the theories and research findings from psychology, sociology, and other social sciences to enhance the student's understanding of leadership and individual and group behavior. Examples of leadership from popular culture will be explored and students will be given the opportunity to assess and develop their leadership skills.
MGT 320. Leadership (3; F/S)
Three hours per week. This course seeks to assist in developing good leadership skills in all facets of modern firm life, i.e., motivating, visioning, empowering and aligning employees. Emphasis will be placed on building effective teams, developing junior leaders and executives, inspiring and energizing followers, understanding political behavior and performing strategic leadership functions. Students will develop insight into how leadership is practiced and will acquire a sense for improving their own leadership skills.
MGT 321. The Legal and Ethical Environment of Business (3; F/S)
Three hours per week. Prerequisite: ENGL 103. A "C" (2.0) or better is required in order to use this course as part of the core requirement for all business majors. This business law course focuses on civil law and introduces the student to business law and ethics and their relationship to and impact upon business. Topics include ethics, contracts, criminal law, torts, cyber crime, property and its protection (personal property and bailments, real property, insurance, wills and trusts), and Employment Law.
MGT 322. Business Law II (3; S)
Three hours per week. Prerequisite: MGT (BUS) 321. A continuation course from MGT 321. Topics include: Commercial transactions based on the Uniform Commercial Code (Sale of goods, warranties, and negotiable instruments), International Law, Agency, and Forms of Business Organizations (Sole Proprietorships, Franchises, Partnerships, Limited Liability Companies, and Corporations), and Government Regulation (consumer and environmental law).
MGT 326. Business, Ethics and Government (3; F/S)
Three hours per week. This course is a survey of the relationships among the businesses, government and independent sectors of the society. Topics examined will include the mutual influence that business, government and the independent sector exert on each other, consumer interests, labor legislation, globalization. Emphasis is placed on ethics of leadership.
MGT 360. The Management of Human Resources (3; F/S)
Three hours per week. Prerequisites: Junior status. The analysis of various activities performed by management in the allocation, utilization, and conservation of human assets and resources. The development of a conceptual understanding of the functional relationship of human resource management to the remainder of the management system.
MGT 372. Labor-Management Relations & Public Policy (3)
Three hours per week. Prerequisites: Junior status. A survey of labor law and legislation, followed by an analysis of collective bargaining as a procedure for adjusting group differences which vitally affect the public welfare.
MGT 408. Organizational Design and Change Management (3; F)
Three hours per week. Prerequisites: Junior standing and MGT 310. This course examines classic and contemporary theories or organizational design and techniques for managing and leading organizational change. The impact of deregulation, increasing diversity, globalization and changing technology will be discussed.
MGT 412. Executive Communication Techniques (3; F/S)
Three hours per week. Prerequisite: Senior status or consent of instructor. A study of the skills and techniques needed for effective managerial and executive communications including basic psychological principles involved in communication behavior. Theoretical and practical training in effective presentational speaking for business and professions. Review of recent nonverbal communication literature, physical characteristics, and personal appearance. Course content will relate to each student's major field.
MGT 432. Business Strategy and Venture Development (3; F/S)
Three hours per week. Prerequisite: Final term before graduation. Terminal course for all degree candidates in the Davis College of Business except aviation (AVM and AVO majors). A case methods course in comprehensive business problem-solving, using techniques of economic and statistical analysis. It emphasizes venture development and integrates all of the functional areas of business, including accounting, finance, human resources operations and marketing.
MGT 480. Special Topics in Management (3)
Three hours per week. Prerequisite: Senior status or permission of the instructor. A study of selected topics of major interest in management not covered in other course offerings. The topic for the semester will be indicated in advance, and the student may repeat the course one time, maximum credit of six hours, so long as the topic is different.
MGT 490. Internship in Management (var. 1-3)
Five to 15 hours per week. Prerequisites: Junior or senior status; an overall GPA of 2.5 or better, and 3.0 or better in the major. For additional information, see the introduction to the Davis College of Business section in this catalog.
MGT 550/PPOL 550. Leading Organizations (2)
Cross listed with PPOL 550. Taken first semester of study. Designed to help leaders build strategic, organizational and individual insights. Topics will address traditional and contemporary issues related to developing and motivating people and teams. Emphasis will be placed on building skill sets in designing and articulating a mission and vision in order to create and sustain high-performing organizations. Focus will be on the dynamic examination of managerial and leadership concepts of human behavior as they apply to individuals, groups and organizations. Credit cannot be awarded for both MGT 550 and PPOL 550.
MGT 553. Global Corporate Strategy I (2)
Prerequisite: FIN 301 or FIN 500 and MKG 540. The first half of the "capstone experience." Intended to provide insight and understanding of the central significance of strategy and policy to executive managers in today's dynamic, global corporations. Students are required to show proficiency in integrating the key business graduate concepts learned in previous courses by doing a major corporate audit and by successfully competing in a team environment in a global business simulation game (CAPSIM). Students are required to examine, evaluate and assess the complex environment of a modern corporation and achieve several important outcomes, including the identification of strategic issues and logical development of corporate strategies required to leverage the potential of the company to achieve a sustainable, competitive advantage.
MGT 554. Global Corporate Strategy II (2)
Prerequisite: MGT 553 and must have completed the Leadership Portfolio requirements. The second half of the "capstone experience." Students develop the ability to think strategically about a company and gain skills helpful in conducting strategic analyses. Students are expected to exercise managerial judgment, assess business risk and improve their ability to create results-oriented action plans. Emphasis is placed on implementing strategic concepts and plans, as well as demonstrating individual proficiency in competing in the global business simulation game (CAPSIM). Finally, students must demonstrate the ability to function as a devil's advocate in corporate strategy sessions and effectively apply ethical practices.
MGT 566. The Legal & Ethical Environment of Business (3)
This course gives students experience and a framework for handling difficult ethical situations. The class studies various approaches to ethical thinking and gives a brief survey of the law in areas related to business, including contracts and business crimes. Teaching will be primarily by the case method with role playing using real life experiences, published cases and current events. Students are exposed to information available on the worldwide web and the ethics of using and disclosing such information.
MGT 567. Leadership for Organizations (3)
Offered in the Executive MBA Program only. This course addresses fundamental leadership concepts, principles and classical theories in a manner that facilitates real-world application. Emphasis is on the development of leadership behaviors and critical thinking skills in an organizational behavior framework. Case studies are used to present challenging scenarios which test students' abilities to accurately diagnose situations and develop sound leadership interventions. Course also includes an individual leadership assessment and development phase during the first week of the Davis EMBA experience. A variety of individual leadership assessment instruments will be administered to students to determine particular levels of development across multiple spectra. Feedback from these diagnostics informs the student about strengths and weaknesses. Students design and implement an individualized development plan to address identified deficiencies revealed by the instruments. The plan is used as a tool to guide student leadership development and growth throughout the Davis EMBA experience. Assessment results and action plans are documented via an electronic leadership portfolio.
MGT 571. Executive Communications (2)
Corporate leaders must assess and develop a personal communication style for leadership in both written and verbal venues. Students are introduced to the communication strategies and skills necessary to cultivate style, presence and a power profile for motivating and leading others, both inside and outside the organization. This is achieved through personal and professional feedback, one-on-one coaching and a video taping of student presentations designed for a variety of situations.
MGT 572. The Legal, Regulatory and Ethical Environment of Business (2)
Offered in the Executive MBA Program only. An understanding of the legal and ethical issues related to business is critical to running an organization effectively. The course provides business expertise in legal and regulatory environment of business. It provides a survey of the law in areas related to business, including contracts and business crimes. Teaching will be primarily by the case method with role playing using real life experiences, published cases and current events. Students are exposed to information available on the worldwide web and in applying the ethical codes of conduct in the global marketplace.
MGT 577. Governing the Corporation (2)
Offered in the Executive MBA Program only. Recent developments involving underperforming corporate boards and the impact of regulations such as Sarbanes Oxley highlight the need for "C-level" executives to create effective relationships with a board of directors. The roles, functions and responsibilities of a board of directors are explored in a variety of situations where ethical, regulatory, and social responsibility challenges impact board and business performance. The latest regulatory and legal issues in corporate governance are presented and discussed using governance professionals and board members as presenters.
MGT 578. Managing Corporate Innovation (2)
The only sustainable competitive advantage in the global economy is the organization's ability to continuously innovate. This course explores the entire innovation value chain from concept creation through market support and re-innovation. The role of regulatory and policy environments in driving innovation is studied. Real-world case studies explore both innovation successes and failures across a range of industries. Emphasis is on "green" technologies as they create new markets and industries.
MGT 579. Leading Strategic Change (2)
Offered in the Executive MBA Program only. Transforming an organization in crisis or leading one through challenging strategic decisions requires exceptional leadership knowledge and skills. Strategic decisions require strong skills for upsetting established patterns, challenging organizational identities, restructuring and overcoming barriers to change. This course provides the knowledge for creating a compelling vision, building commitment and focusing the resources for executing change.
MGT 580. Holistic Leadership and Sustainable High Performance (1)
Offered in the Executive MBA Program only. This course is offered in conjunction with our Mayo Clinic partners. Each student may receive a detailed, personal executive health assessment at the Mayo Clinic in Jacksonville. Along with student support this leads to the creation of an individual action plan designed to address specific opportunities for enhancing executive health, as well as psychological and physical fitness. Mayo Clinic professionals provide short, useful sessions throughout the program on a variety of topics, including heart-healthy lifestyles, managing travel, nutrition, exercise and fitness, stress management and enhancing mental performance. The connections between personal health and sustainable high performance at the individual, team and organizational levels of analysis are detailed.
MGT 585. Global Corporate Strategy and Policy (2)
Offered in the Executive MBA Program only. This is the first half of the two-part EMBA capstone strategy experience. It provides insight and understanding of the critical importance of strategic thinking for executive management in today's dynamic organizations. Advanced concepts and methods are introduced for formulating strategies and assuring their execution. Students examine a variety of complex competitive environments, identify difficult strategic challenges for organizations operating in them and develop innovative strategies that build a sustainable, competitive advantage in the workplace. A competitive, team-based global business simulation is launched.
MGT 586. Global Corporate Strategy and Research (2)
Offered in the Executive MBA Program only. This is the second half of the EMBA capstone strategy experience. It furthers the goal of helping students integrate EMBA program knowledge, concepts and business tools within a strategic mindset and action orientation. The competitive team-based business simulation is concluded and its lessons and learning assessed. Students participate in intensive, faculty-supervised consulting projects for an off-campus client or public company and, as part of a team, complete an applied research project. In both cases professional consulting quality presentations and reports are prepared and presented.
MGT 587. Special Topics in Management (var. 1-3)
A study of selected topics of major interest in Business not covered in other course offerings. May be taken for credit more than once, if different topic.
MGT 590. Internship for Curricular Practical Training (1-3, max. 6)
This for-credit internship experience provides a practical application of principle and theory in an actual business setting through an internship opportunity. Students carry out a work project in a private or public sector organization under the direct supervision of a designated faculty member and executive. This may be part-time or full-time practical work experience in the student's field of study. The internship may be located at an on or off-campus facility. Internship may not be taken until the student has completed at least one semester of enrollment in the graduate program. Open to all graduate students, including international graduate students (Master/Doctoral).
MGT 592. Independent Studies in Management (var. 1-3, max. 3)
A study of related business topics that is closely supervised by a faculty member. Activities will normally be conducted by students out of the classroom with periodic meetings and evaluation by the faculty member who is mentoring the project. May be taken for credit more than once, but only 3 credit hours will be counted toward satisfying degree requirements.
MGT 600. Leadership Development Portfolio (1)
Taken first semester of study. Students launch their leadership development process by engaging in a series of assessment activities, events and core course-related "leadership challenge" assignments designed to develop specific leadership competencies over the duration of their program. They personally create and manage a portfolio of those experiences which must be completed and evaluated in their last semester prior to graduation.
MGT 610/PPOL 610. Strategic Human Resource Management (3; S)
Cross listed with PPOL 610. Prerequisite: MGT 550, MGT 588 or NUR 514. Based on the belief that employees are the organization's most important asset, this course exposes students to the management application of HR concepts that impact performance at all levels of the organization. Topics addressed in the course may include: legal aspects of HR, selection, training, performance evaluations, employee rights, and the management of diversity. Credit cannot be awarded for both MGT 610 and PPOL 610.
MGT 620/PPOL 611. Responsible Leadership (3; F)
Cross listed with PPOL 611. Prerequisite: MGT 550 or MGT 588. The concepts covered in this course include the nature of leadership, a study of leadership styles from classic, current and emerging leadership theories. Emphasis will be placed on the importance of ethics in decision making, leader character and integrity. This course additionally focuses on the links between theory and practice and the use of power and influence as they relate to leadership. Credit cannot be awarded for both MGT 620 and PPOL 611.
MGT 630/PPOL 612. Teamwork and Organizational Change (3; S)
Cross listed with PPOL 612. Prerequisite: MGT 550 or MGT 588. Students are introduced to organization concepts used in the design, development, and transformation of complex organizations. Particular focus will be placed on developing leadership teams capable of creating an optimal organizational structure and develop core processes that achieve strategic objectives and sustain high performance. The course emphasizes the role of the leader as a strategic change architect. Credit cannot be awarded for both MGT 630 and PPOL 612.
MGT 705. Intrapreneurism & Entrepreneurial Thought Leadership (3)
This course approaches "managing the entrepreneurial mindset and innovation process" through four levels of analysis: individual, team, network, and organizational. At each level of analysis, particular attention is given to the conditions under which innovation or entrepreneurial initiatives are likely to succeed or fail. The course materials consist of a mixture of guest speakers, journal articles, and case studies, plus an online forum for further discussion of the guest speakers or required readings. The primary goal of the course is to expose students to a variety of perspectives on the entrepreneurial spirit, innovation-rich cultures, and learning from past failures or market tests for opportunities in the future.
MGT 715. Organizational Development, Transformation and Change (3)
Organizations must constantly evolve in order to endure and thrive in the current business environment and are increasingly aware that the best ideas for change come from multiple sources. They need team leaders, managers and professionals at every level who can initiate, implement and manage change. In this seminar students will gain the skills and confidence to: 1) Manage change at the company, departmental or individual level, 2) Be a change advocate, rallying support for ideas and implementation, 3) Create and lead teams that are resilient in the face of change, 4) Build competitive advantages and inspire others to do the same. This seminar explores and extrapolates theories, paradigm and principles of change , growth, learning, development, transition and transformation as essential parts of human dynamics in organizational systems. It seeks to help students understand the implications and impact of the multiple roles of a "change person" and enable individuals, as leaders, to engage in systemic, creative, and practical thinking processes and assessments in order to better understand themselves as an instrument of change. Seminal research articles with significant practical applications and other contemporary readings will be used to deliver content in this class.
MGT 720. Advanced Negotiations & Executive Communications (3)
Negotiation is a strong conflict resolution skill that professionals apply to countless situations throughout their careers. By improving negotiation skills, executives can quickly distinguish themselves as true leaders. True leaders need to read their audience rather than talk down to subordinates when meeting one-on-one, in group settings or speaking to diverse audiences. This course prepares executives to negotiate and communicate on the highest levels with confidence.
MGT 730. DBA Colloquium I (1)
First year DBA candidates participate in a doctoral level colloquium featuring faculty researchers, guest scholars, visiting executives sharing various business research and issues. The colloquium provides a forum for first year students to meet and associate with third year students as graduating students present their own research.
MGT 735. Contemporary Business Ethics (3)
This course discusses the nature and significance of ethical standards and identifies four kinds of moral principles for resolving ethical dilemmas in business. It then encourages candidates to apply the resulting theory to specific issues such as the ethics of markets and prices (free markets, Marxist criticisms, the mixed economy, various forms of competition); environmental and consumer issues (pollution, depletable resources, conservation, consumer protection, advertising ethics); and employee issues (job discrimination, employee rights and obligations, affirmative action, a firm's duties to its employees). The course aims to 1) introduce ethical concepts that are relevant to resolving moral issues in business, 2) develop the reasoning and analytical skills needed to apply ethical concepts to business decisions, 3) identify the moral issues involved in the management of specific problem areas in business, and 4) examine the social and natural environments within which moral issues in business arise. The fundamentals of ethical reasoning and influence of culture (national and organizational) on ethical frameworks will be emphasized, in order to enhance candidates understanding and ability to manage the ethical climate in organizations. Topics covered include ethics and business, ethical principles in business, the business system, ethics in the marketplace, ethics and the environment, the ethics of consumer production and marketing, the ethics of job discrimination, and the individual in the organization. This course should be of benefit to anyone in business.
MGT 780. DBA Colloquium II (1)
Third year DBA candidates participate in a doctoral level colloquium featuring faculty researchers, guest scholars, visiting executives sharing various business research and issues. The colloquium provides a forum for third year students as graduating students to present their own research and mentor first year candidates.
MGT 785. Dissertation I/Applied Research I (6)
This course is an independent application of research, design, and methods that leads to the completion of an original research study under the guidance of the student's doctoral committee. Throughout the development, implementation, and evaluation of the dissertation project, the student should meet regularly with his/her dissertation chair. As necessary, the student should also meet with other members of his/her committee to review specific portions of the proposal as appropriate to their expertise. Periodic revisions should be circulated to all members of the committee upon approval of the committee chair. Revisions should be noted in a cover memo to the committee members such that they will be kept up to date. When the study is completed and ready, final approval must be received, in writing, from the chair of the dissertation committee with agreement from all members of the committee. This process must be completed at least one month prior to the proposed date for the dissertation defense. With the designated approval, the defense date will then be scheduled.
MGT 790. Dissertation II/Applied Research II (6; for preparing the submission and defense)
This course focuses on the last phase of the candidate's doctoral work. This is the last course before graduation. In this course, candidates will finalize all remaining degree requirements. Over the course of final semester, candidates will present and defend their research to their DBA dissertation committee, make any required changes to their dissertation, and gain full final approval of all committee members and applicable representatives of JU's academic units.
MGT 795. Dissertation Extension (1; if needed)
This course will be a continuation of work on dissertation if not completed within the normal scope of the program.
MGT 800. Special Topics (1-6; max. 6)
A study of selected topics of major interest to doctoral candidates not covered in other course offerings. Topic for the semester will be indicated in advance, and the student may repeat the course once if the topic is different for a maximum of six hours.