Download 5.2.5 Management Courses – Learning Outcomes 5.2.5.1 MGMT

5.2.5 MANAGEMENT COURSES – LEARNING OUTCOMES
5.2.5.1 MGMT 3063 PRINCIPLES OF MANAGEMENT
By the completion of MGMT 3063 Principles of Management, a student should be able to:
1. Differentiate among the roles and functions of managers at various (entry, middle and the
top) levels;
2. Explain the formulation and implementation of strategic planning, including the
relationship between objectives, goals, action plans, vision statements, and mission
statements;
3. Describe an organization’s stakeholders and the need to manage stakeholders and explain
the importance of social and ethical responsibility of managers;
4. Conceptualize how internal and external environment shape organizations and their
responses;
5. Demonstrate empirical understanding of various organizational processes and behaviors
and the theories associated with them;
6. Demonstrate critical thinking skills in identifying ethical, global, and diversity issues in
planning, organizing, controlling and leading functions of management; and
7. Analyze the basic managerial process including decision making and other key skills
necessary for managers to perform their roles.
REVISED: AUGUST 14, 2015
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5.2.5.2 MGMT 3103 MANAGEMENT CONTROLS
By the completion of MGMT 3103 Management Control, a student should be able to:
1. Describe various cost classifications.
2. Determine the costs of goods manufactured and the operating income
3. Apply the concepts of the various costing systems.
4. Evaluate budget information for management decision-making.
5. Discuss various strategies to control costs and recommend implementation of
strategy in business situation.
APPROVED: August 14, 2015
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5.2.5.3 MGMT 3413 COMPENSATION MANAGEMENT
By the completion of MGMT 3413 Compensation Management, a student should be able to:
1. Explain and compare the various forms of compensation and benefits.
2. Discuss the environment in which compensation systems are designed.
3. Differentiate between internal and external consistent compensation systems
4. Differentiate between mandatory and discretionary benefits
5. Evaluate compensation systems
APPROVED: August 14, 2015
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5.2.5.4 MGMT 3433 ORGANIZATIONAL BEHAVIOR
By the completion of MGMT 3433 Organizational Behavior, a student should be able to:
1. Apply different concepts related to organizational behavior and human perception
2. Define the purpose and nature of the field of organizational behavior
3. Differentiate between the dominant perspectives in the field of organizational behavior
4. Differentiate between various types of behavior modification theories and techniques
5. Identify specific steps managers can take to motivate employees
6. Analyze different concepts related to leadership and decision making
7. Apply different concepts related to managing conflict, stress, and communication
REVISED: August 14, 2015
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5.2.5.5 MGMT 4213 SMALL BUSINESS MANAGEMENT
By the conclusion of MGMT 4213 – Small Business Management, the student will:
1. Explain the distinctive features of small firm management
2. Identify and discuss the pros and cons of the various forms of business organization in a
small business environment
3. Evaluate franchising versus starting a new business as opposed to buying an existing firm
or acquiring a franchise
4. Discuss the factors that make the family business unique
5. Identify, describe and apply the basic requirements for an accounting system, the content
of financial statements and the working-capital cycle of a small business
6. Define and explain the nature of risk, the need for a competitive advantage and the
importance of an exit strategy
7. Review, develop, use and apply the framework for a business plan which will include
location, marketing, financial and management analyses sections of a small to medium sized
firm
8. Discuss the nature of the marketing research process
9. Utilize cost and demand factors in setting a price
10. Describe the communication process and the factors determining a promotional mix
11. Explain the impact of ethics and social responsibilities on small businesses
12. Explain the importance of computer technology for small businesses
REVISED: August 14, 2015
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5.2.5.6 MGMT 4243 ENVIRONMENTAL MANAGEMENT
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5.2.5.7 MGMT 4303 INTERNATIONAL STUDIES ABROAD IN MANAGEMENT
Because the content of this course will vary each semester, the student learning outcomes will be
based on the topics covered in the course.
APPROVED: August 14, 2015
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5.2.5.8 MGMT 4333 HUMAN RESOURCES MANAGEMENT
By the completion of MGMT 4333 Human Resource Management, a student should be able to:
1. Analyze the strategic role of human resource management
2. Characterize human resource recruitment and placement
3. Explain training and development
4. Summarize the aspects of employee compensation
5. Explain the facets labor relations and employee security
6. Compare and contrast global human resource management versus domestic human resource
management
7. Analyze the impact of the various employment-related laws on the human resource environment
REVISED: August 14, 2015
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5.2.5.9 MGMT 4343 CROSS-CULTURAL MANAGEMENT
By the completion of MGMT 4343 Cross-Cultural Management, a student should be able to:
1.
Identify the multicultural 'big picture' in which global trade and government forces
cooperate; and summarize the major culture-based challenges faced by international
managers (political, legal, economic and technological).
2. Explain a range of culture-based arguments concerning the need for social responsibility
and ethical behavior in multi-national enterprises.
3. Identify major cultural characteristics, including communication styles, that characterize
regions, nations, communities, organizations, groups and individuals.
4. Analyze and synthesize a range of culture-based tactics for international negotiation.
5. Contrast major cultural differences in views on strategy for international alliances,
including controls, labor relations and management.
6. Evaluate particular leadership styles in given situations; and for varying motivational
techniques depending on circumstances.
7.
Demonstrate basic business skills (foundation skills of literacy, numeracy and information
technology; self-awareness, interpersonal and communication skills; critical analysis;
problem-solving; creative thinking; logical argument; leadership and teamwork).
REVISED: August 14, 2015
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5.2.5.10 MGMT 4353 PRODUCTION/OPERATION MANAGEMENT
After completing MGMT 4353 Production/Operation Management, student should be able to;
(1.) demonstrate qualitative knowledge of operations management in the areas of:
(a.) supply chain strategy and management
(b.) product design
(c.) process selection and design
(d.) quality management
(e.) capacity planning
(f.) inventory management
(2.) demonstrate quantitative knowledge of operations management and the ability to apply
appropriate quantitative techniques involving:
(a.) Kanban systems
(b.) process-flow analysis
(c.) quality control
(d.) supply chain dynamics
(e.) Gantt charting and priority dispatching rules
(f.) PERT and CPM
(g.) EOQ, MRP, and ERP
REVISED: August 14, 2015
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5.2.5.11 MGMT 4433 BUSINESS POLICY
By the completion of MGMT 4433 Business Policy, a student should be able to:
1. Conduct a meaningful strategic analysis of a business/organization, demonstrating critical
thinking by providing (1) a detailed analysis of the internal (including financial), external
and global environments, (2) SWOT analysis, (3) detailed explanation of the primary
issue faced by the business/organization, (4) formulate and analyze multiple potential
courses of action to address the issue identified, and (5) recommend and support the
course of action to be taken;
2. Demonstrate the ability to express ideas, conclusions and support thereof verbally and in
written form in a succinct, effective and efficient manner;
3. Demonstrate good teamwork skills and critically analyze a team situation regarding
leadership and teamwork.
4. Formulate good ethical judgment as applied analyzing business situations;
5. Formulate and implement a business strategy and manage, individually or as part of a
team, the organizational processes by which strategies are formed and executed.
REVISED: August 14, 2015
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