Offered through SUAbroad by educational institution outside the United States. Student registers for the course at the foreign institution and is graded according to that institution's practice. SUAbroad works with the S.U. academic department to assign the appropriate course level, title, and grade for the student's transcript.

How a firm's leadership structure guides the strategic management process. Topics covered include the role of the CEO and top management team, internal and external analysis and strategy formulation and implementation.

Introduces students to the management functions of planning, organizing, leading and controlling. Topics include teamwork, ethics, motivation, and others with an emphasis on the application of conceptual tools to analyze and address managerial issues.

Offered through SUAbroad by educational institution outside the United States. Student registers for the course at the foreign institution and is graded according to that institution's practice. SUAbroad works with the S.U. academic department to assign the appropriate course level, title, and grade for the student's transcript.

Exploration of a problem, or problems, in depth. Individual independent study upon a plan submitted by the student. Admission by consent of supervising instructor(s) and the department.

Exploration of a topic (to be determined) not covered by the standard curriculum but of interest to faculty and students in a particular semester.

Individual and group behavior in complex organizations. Influence of organization structure and management practices on individual and group work behavior.

Human resources as a source of competitive advantage and financial performance. Employment law, reward and control systems, human resource architecture, workforce development.

Offered through SUAbroad by educational institution outside the United States. Student registers for the course at the foreign institution and is graded according to that institution's practice. SUAbroad works with the S.U. academic department to assign the appropriate course level, title, and grade for the student's transcript.

Exploration of a problem, or problems, in depth. Individual independent study upon a plan submitted by the student. Admission by consent of supervising instructor(s) and the department.

Exploration of a topic (to be determined) not covered by the standard curriculum but of interest to faculty and students in a particular semester.

How firms create and capture value from innovations, how new technologies alter the industry landscape, and the role of technology strategy plays in traditional industry structures and value chains as well as innovation ecosystems and platform-based, multisided markets.

Introduces students to the science and practice of negotiation. Topics include bargaining styles, decision-making, conflict management, communication, and ethics with an emphasis on the practical application of conceptual tools to effectively negotiate.

Participants will learn about historical, economic, biological, social and political factors contributing to the careers & experiences of women working in business organizations. Class will enhance public speaking and critical thinking skills related to women¿s experiences in corporate environments.

Analysis of strategies, decisions, and processes of managing firm scope to create value through internal growth, mergers and acquisitions, alliances, and divestitures with an emphasis on managerial issues and a focus on established firms.

Solution of unstructured managerial problems requiring the application of students' integrated knowledge of the management curriculum using comprehensive organizational case problems.

Factors that have an impact on managerial effectiveness in an international organization: language, religion, values and attitudes, educational structure, social organization, technology, political climate, and legal environment. Additional work required of graduate students.

Concepts, models, theories, and legislation related to employee compensation: wage theory, job analysis, job evaluation, job structure pricing, employee motivation, individual appraisal and reward, and benefits. Additional work required of graduate students.

Nature of the organizational development field and dominant methods, models and perspectives taken. Opportunities provided to increase skills and effectiveness in diagnosing and intervening in ongoing systems. Additional work required of graduate students.

Participation in a discipline or subject related experience. Student must be evaluated by written or oral reports or an examination. Permission in advance with the consent of the department chairperson, instructor, and dean. Limited to those in good academic standing.

Offered through SUAbroad by educational institution outside the United States. Student registers for the course at the foreign institution and is graded according to that institution's practice. SUAbroad works with the S.U. academic department to assign the appropriate course level, title, and grade for the student's transcript.

Exploration of a problem, or problems, in depth. Individual independent study upon a plan submitted by the student. Admission by consent of supervising instructor(s) and the department.

Completion of an Honors Capstone Project under the supervision of a faculty member.