Management Major

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MANAGEMENT (Mgt)
Offered by the Department of Management.

Mgt 303. Management Perspectives. This course introduces students to the complex and dynamic nature of the world in which Air Force officers and managers operate. They are introduced to various perspectives that provide multiple insights into how the world functions.

Mgt 341. Financial Accounting. Analysis of business transactions and recording of business data taught from the perspective of understanding the theoretical and practical issues in measurement of income, assets, liabilities and owner’s equity. Annual reports are used to perform financial statement analysis. Alternative accounting methodologies permitted under GAAP are explored.

Mgt 342. Managerial Accounting. Focuses on the uses of accounting information by managers. Discusses full cost accounting and responsibility accounting from the perspective of data collection and analysis, for short- and long-range decisions. Topics include cost behavior, activity-based costing, contribution margin analysis, measurement of cost of goods manufactured, capital budgeting and management control systems.

Mgt 345. Human Managerial System I. An introduction to individual and group theories of behavior and their integration into the organization as a whole. Theories of attitude, behavior and cognition are applied to the understanding of how to make decisions based on accurate diagnoses of situations that involve people in organizational systems. Organizational behavior issues like motivation, organizational citizenship behavior, organizational justice, decision making, conflict/negotiation, productivity, organizational learning, participative management, and power and politics will be applied to human capital issues such as human resource planning, job design/analysis, performance appraisal, pay for performance, training and career development, and legal issues in the work place. Topics will apply to both the public and private sectors. Students learn through a variety of experiential exercises and case studies.

Mgt 361. Human Managerial System II. This course is a continuation of Mgt 345 with greater depth and more emphasis on case studies and practical application of course concepts.

Mgt 372. Introduction to Investing and Financial Responsibility. This course provides an introduction to the personal financial planning process, budgeting, financial markets, investment vehicles (corporate stocks and bonds, mutual funds) and planning for retirement. Topics include budgeting, time value of money, risk and return, fundamental and technical analysis of stocks, bond valuations and the basics of mutual funds. This course is introductory in nature and assumes no prior knowledge of accounting or financial markets. A term project provides experience in comprehensive financial planning – incorporating goals, budgeting, retirement planning and investing.

Mgt 375. Marketing. This course emphasizes how marketing concepts affect consumers, managers and organizational strategic plans. This course includes the marketing concept, consumer and industrial markets, market research and segmentation, purchase behavior, product planning, channels of distribution, promotion, advertising, pricing and international marketing. Application of contemporary theory to both critical issues in the private and public sectors is stressed through the use of seminars, case studies, field trips and projects.

Mgt 382. Investing and Financial Responsibility. This course provides an introduction to the personal financial planning process, budgeting, financial markets, investment vehicles (corporate stocks and bonds, mutual funds), analysis, and an introduction to estate planning. Topics include budgeting, time value of money, risk and return, fundamental and technical analysis of stocks, bond valuations, and the basics of mutual funds. This course assumes a prior knowledge of the principles developed in Financial Accounting. A term project provides experience in developing and analyzing investment opportunities.

Mgt 391.  Information Technology for Organizations.  This course examines how organizations use information technology to support the four major management functions of planning, organizing, leading, and controlling.  Topics include information systems management, telecommunications, hardware trends, data warehousing, and information security in cyberspace.  Students develop proficiency with current database and spreadsheet applications.  Application of contemporary theory to both critical issues in the public and private sectors is stressed through seminars, case studies, field trips, and projects.

Mgt 392.  Organizational Networks in Cyberspace.  This course examines how organizations use information technology to develop and manage relationships with external institutions.  Topics covered include electronic commerce, supply chain management, customer relationship management, e-government, and electronic networking in cyberspace.  Emphasis is placed on legal, cultural, and international issues.  Case studies offer a real-world emphasis.  Organizational strategies are analyzed, using examples of both successful and unsuccessful online implementations.  Students get hands-on web site development experience. Cadets get hands-on web site development experience.

Mgt 400.  Management and Command.  This interactive course focuses on the successful techniques that allow people to understand and influence their environment.  Using various models and processes, cadets will explore the interrelationships of power, the people that wield it, and the context within which it occurs.  Students will gain insights into how to make decisions for situations that involve complexity and uncertainty.  The tools are applied to both military and business scenarios, with an emphasis on the transition from the cadet role to the role of an officer.

Mgt 405. Management Seminar. Seminar for first-class management majors providing the opportunity for the presentation of cadet and faculty research, guest lectures, seminars on career and graduate school opportunities for management majors in the Air Force, goal setting exercises, and applications of management principles.

Mgt 419.  Technological Innovation Management.  This course examines how to recognize, analyze, and exploit opportunities in the competitive environments faced by business, nonprofit, and government organizations.  Students will explore the resources, processes, and structures necessary to transfer technological innovations to appropriate markets.  Application of innovation management theories is stressed through the use of case studies, analysis papers, field trips, and projects.  By the end of the course, students will have completed a feasibility study of a new concept which can be further developed in capstone projects.

Mgt 420.  Systems Research and Development Management.  Students complete an original, applied systems research and/or development project that demonstrates their capacity to solve complex problems in an organizational setting.  Each cadet chooses a project from one of three options: 1) Management Field Studies: Teams or individuals complete advanced case studies or organizational consulting projects for clients developed through the Management Department or arranged by the team independently with departmental approval – students work closely with clients and faculty to define and analyze difficult managerial and competitive problems and make recommendations for future action by the client or subject organization; 2) Venturing Projects: Teams or individuals develop or select innovative projects and create new venture plans or feasibility studies; or 3) Research Projects: Teams of individuals propose and investigate significant managerial or technological issues in a research context. These projects require extensive interaction with faculty to develop research findings that can be presented and/or published.

Mgt 423. Managerial Economics. Traditional economic theory emphasizing the principles of product and factor pricing, allocation and employment of resources and the implications of various market structures. In addition to these microeconomic topics, the use of other economic tools which may aid the decision maker will be discussed including topics in macroeconomics and international economics.

Mgt 437. Managerial Finance. A study of financial decisions and their effects on the value of the firm. Emphasis is on developing the concept of risk/return trade-off. Topics include stock and bond valuation, capital budgeting, cost of capital, dividend policy and capital structure. Case studies and problems expose the student to current financial problems and their solutions.

Mgt 440. Management Lessons in Literature. Through a collection of classic and contemporary stories, novels and plays, this course provides a unique perspective of organizational life. The course looks at what authors like Arthur Miller and Mark Twain can tell you about being a more effective manager. Great literature reflects familiar patterns of behavior in a variety of circumstances. But, unlike self-help, inspirational and how-to manuals, they dispense no advice; they preach no morals; they prescribe no rules. In a world of turbulent change, the works of literature offer us vivid testimony as to what stays constant in human behavior.

Mgt 446. Organizational Theory.  Course examines the practical theories managers apply to create value in an organization. Given that managers must design the structure and culture of their organization, students study and apply a number of contemporary and practical theories for effectively diagnosing organizational situations and then designing activities that will create successful firms. Learning methods emphasize case studies, field trips, and analytical projects.

Mgt 448. Power and Influence in Organizations. Focus is on understanding how managers can effectively mobilize resources to be effective in their job. Course examines how power is acquired, retained, and used in organizations. In addition, what effect power has on employees and the overall performance of the organization is explored. Students learn through a variety of experiential exercises and case studies.

Mgt 472. Strategic Management. This course emphasizes strategy formulation and implementation to include such topics as the strategic management process, environmental forecasting and analysis, top-level decision making and strategic control. Application of contemporary theory to both critical issues in the public and private sectors is stressed through the use of seminars, case studies, field trips and projects.

Mgt 477. Production and Operations Management. This course is an in-depth examination of the issues, strategies and analytic techniques involved in providing resources to accomplish Air Force missions. The dominant theme is providing quality products on time and at a minimal cost. We discuss qualitative and quantitative approaches for managing production, logistics, and service organizations to create higher quality and greater efficiency.

Mgt 485. Systems Acquisition Management. Introduction to the acquisition process starting with development of a military requirement and continuing through the life cycle of a weapons system. The course examines the acquisition functions, including the roles of each of the functional areas which make up the government acquisition team such as contracting, program control and engineering. The course uses current issues, problems and guest speakers to bring “real-world” happenings into the classroom, so that students can see how the process works or fails to work.

Mgt 495. Special Topics. Selected topics in management.

Mgt 498. International Management. As a result of the increase in communications and flow of information, there is a growing need to possess a greater understanding about global, cross-cultural management issues. This course examines management on an international level looking at cultural, legal, financial and trade considerations for managing in the Global Century, while integrating the functional areas of management.

Mgt 499. Independent Study. Tutorial investigation of a specific area of management.