Download BADM 310: DECISION SUPPORT SYSTEMS

BADM 310: DECISION SUPPORT SYSTEMS
ACCT 323
Mgmt Control
Systems
Create meaningful, integrated information from data. Make outcomes of
mathematical modeling more precise. Balanced Scorecard; discounted
present value; regression analysis.
MGMT 335
Mgmt of
People/Orgs
Develop better managers by creating models to solve organizational
problems. Manager as: Innovator (new product decisions); Facilitator (using
teams to make decisions); Monitor (strategic market analysis).
POMG 343
Op Planning
& Exec
Design models to forecast demand as it relates to production planning and
procurement. Examination of the impact of competitive forces on business
strategy. New product decisions; statistics – basic models
FIN 355
Sem in
Fin Mgmt
Making better decisions using models and data. Forecasting sales and
cash flows; segmentation; new product decisions. Math and statistics
are fundamental to both courses.
MKTG 373
Sem in
Strat Mktg
How quantitative methods facilitate marketing decision-making, as in
the segmentation, targeting, and positioning (STP) process of
goods/services. Response modeling; new product decisions; strategic
market analysis; models for strategic marketing; pricing models.
BADM 393
Sem in Strat
Mgmt/Adm
Policy
Understanding the structure of the industry from the customer’s
perspective by means of modeling; use of statistical methods are used
to forecast demand and to understand external forces that impact
industry growth. Focus on the context of decision-making; use of
statistical models to assist in analysis/decision-making; understanding
the data-based and human components of decision-making;
anticipating the impact of new/untested products/services.
ACCT 323: MANAGEMENT CONTROL SYSTEMS
BADM 310
Dec Support
Systems
Create meaningful, integrated information from data. Make outcomes
of mathematical modeling more precise. Balanced Scorecard;
discounted present value; regression analysis.
MGMT 335
Mgmt of
People/Orgs
Performance measurement and valuation. The manager as producer
(increasing production through budgeting, JIT, TQM, performance
measurement/evaluation). Planning and control manager in the following
roles: mentor, facilitator, producer, director, coordinator, monitor, innovator.
Using the budgeting and accounting systems to achieve and maintain
strategic control. Behavioral implications of control systems.
POMG 343
Op Planning
& Exec
Impact of alternate operating strategies on the control system; adapting
the control system to changing strategies. Use of TQM, quality
metrics, quality cost; JIT; Theory of Constraints (TOC), process flows,
bottlenecking.
FIN 355
Sem in
Fin Mgmt
Managing strategic risk; linking performance to internal and external
markets; relationship between book values and market values; understanding
the financial model of a firm; capital budgeting; financial impact of doing
business in multiple currencies.
MKTG 373
Sem in
Strat Mktg
Balancing tensions among control, growth, and profitability. Monitoring and
implementing business strategy. Selecting measures of control and
performance evaluation. Budgeting/controlling marketing activities;
Balanced Scorecard; capital budgets for product development projects; target
costing and QFD; life cycle costing.
BADM 393
Sem in Strat
Mgmt/Adm
Policy
Measurement and control of business processes; establishing
performance goals/objectives. Evaluation of financial performance.
Project management methods. The influence of various methods of
allocating resources and budgeting. Basic overview of strategy
development; linking strategy to operations; performance
measurement.
MGMT 335: MANAGEMENT OF PEOPLE & ORGANIZATIONS
BADM 310
Dec Support
Systems
Develop better managers by creating models to solve organizational
problems. Manager as: Innovator (new product decisions); Facilitator
(using teams to make decisions); Monitor (strategic market analysis).
ACCT 323
Mgmt
Cont Sys
Performance measurement and valuation. The manager as producer
(increasing production through budgeting, JIT, TQM, performance
measurement/evaluation). Planning and control manager in the following
roles: mentor, facilitator, producer, director, coordinator, monitor, innovator.
Using the budgeting and accounting systems to achieve and maintain
strategic control. Behavioral implications of control systems.
POMG 343
Op Planning
& Exec
Decision-making using teams; group problem solving; building
cohesion and teamwork through quality management tools; mission
and vision. Enhancing production via time-based competition, JIT,
process management; directing others through planning for
production/procurement of products/services, designing operational
plans. Monitoring processes including evaluation of OM processes,
decision-making, TQM, JIT, product and process design,
inventory/materials management; innovation management using
TQM; product/process innovation.
FIN 355
Sem in
Fin Mgmt
Fit analysis and competitive advantage; Manager as: coordinator;
monitor (monitoring the financial environment); broker (leveraged
buyouts); facilitator (facilitating decision-making). The compensation
and incentive system.
MKTG 373
Sem in
Strat Mktg
Manager as: innovator (developing marketing strategy); monitor
(defining and analyzing markets, analyzing competition); facilitator
(using teams); broker (marketing strategy implementation). Manager
in the roles of director, coordinator, facilitator and innovator. Use of
persuasion, influence and power, as well as the development of
cohesion and teamwork; group problem-solving and monitoring
BADM 393
Sem in Strat
Mgmt/Adm
Policy
Manager as: Facilitator (building cohesion and enhancing productivity
in the internal environment); Coordinator (of the internal
environment); Director (use of fit analysis, competitive advantage,
strategy implementation); Innovator (developing strategy); broker (of
the industry environment, use of fit analysis, and competitive
advantage). The human component in strategic decision-making and
implementation; how control processes in organizations affect people
and processes; the impact of organizational structure on performance;
the visionary component of strategic management
MINS 320: STRATEGIC INFORMATION SYSTEMS MANAGEMENT
BADM 310
Decision
Support
Implement executive information systems for use with enterprise
applications.
ACCT 323
Mgmt Control
Systems
Demonstrate the application of an integrated accounting system within the
context of enterprise information systems. Show the integration of
accounting processes with other business processes. Implement G/L,
accounts receivable, accounts payable, and cost center processes in an ERP
system.
MGMT 335
Mgmt of
People/Orgs
Create an environment where students must manage a project and work in
teams to accomplish the goals of the project. Exam the change management
and team dynamic issues in the current business environment.
POMG 343
Op Planning
& Exec
Implement an ERP system connecting significant portions of the
organizations supply chain. Design processes to automate the logistics
processes within an organization to achieve quality improvements and
operating efficiencies.
FIN 355
Sem in
Fin Mgmt
Examine the financial impact of enterprise information systems on the
organization.
MKTG 373
Sem in
Strat Mktg
Demonstrate the integration of the order fulfillment process with other
business processes. Implement the sales and marketing module of an ERP
system. Study the impact of CRM on the current business environment.
BADM 393
Sem in Strat
Mgmt/Adm
Policy
Understanding the essential nature of the successful implementation of an
enterprise information system on the organization. Examine the impact of
EIS on business and strategy of both industries and companies.
POMG 343: OPERATIONS PLANNING & EXECUTION
BADM 310
Dec Support
Systems
Design models to forecast demand as it relates to production planning
and procurement. Examination of the impact of competitive forces on
business strategy. New product decisions; statistics (basic models).
ACCT 323
Mgmt Control
Systems
Impact of alternate operating strategies on the control system; adapting
the control system to changing strategies. Use of TQM, quality
metrics, quality cost; JIT; Theory of Constraints (TOC), process flows,
bottlenecking.
MGMT 335
Mgmt of
People/Orgs
Decision-making using teams; group problem solving; building
cohesion and teamwork through quality management tools; mission
and vision. Enhancing production via time-based competition, JIT,
process management; directing others through planning for
production/procurement of products/services, designing operational
plans. Monitoring processes including evaluation of OM processes,
decision-making, TQM, JIT, product and process design,
inventory/materials management; innovation management using
TQM; product/process innovation.
FIN 355
Sem in
Fin Mgmt
Financial decision-making; capacity planning; inventory and working
capital management; project planning.
MKTG 373
Sem in
Strat Mktg
TQM and marketing; customer service; value chain (product
planning). Positioning strategies; global business environment.
Overview of quality, JIT operations, product and process innovation,
supply chain management; supplies network. Outsourcing; resource
and inventory management.
BADM 393
Sem in Strat
Mgmt/Adm
Policy
TQM; logistics; Product Life Cycle; operations strategy. Using
operations management to establish competitive advantage; evaluation
of business processes; supply chain management and analysis of the
value chain.
FIN 355: SEMINAR IN FINANCIAL MANAGEMENT
BADM 310
Dec Support
Systems
Making better decisions using models and data. Forecasting sales and
cash flows; segmentation; new product decisions. Math and statistics
are fundamental to both courses.
ACCT 323
Mgmt Control
Systems
Managing strategic risk; linking performance to internal and external
markets; relationship between book values and market values; understanding
the financial model of a firm; capital budgeting; financial impact of doing
business in multiple currencies.
MGMT 335
Mgmt of
People/Orgs
Fit analysis and competitive advantage; Manager as: coordinator;
monitor (monitoring the financial environment); broker (leveraged
buyouts); facilitator (facilitating decision-making). The compensation
and incentive system.
POMG 343
Op Planning
& Exec
Financial decision-making; capacity planning; invoice and working
capital management; project planning.
MKTG 373
Sem in
Strat Mktg
Business strategy and competitive advantage; market segmentation;
competitive advantage and strategy; linking strategic vision to core
capabilities. Corporate stakeholders and corporate finance; financial
analysis and planning; corporate strategy and capital budgeting;
capital allocation; financial goals; country risk. Mergers, spin-offs,
alliances and related resource issues. The virtual corporation.
BADM 393
Sem in Strat
Mgmt/Adm
Policy
Internal environment. Fit analysis and competitive advantage. Going public;
going private. The significance of financial strategies in the strategic
management process; the effective use of capital in growth planning.
MKTG 373: SEMINAR IN STRATEGIC MARKETING
BADM 310
Dec Support
Systems
How quantitative methods facilitate marketing decision-making, as in
the segmentation, targeting, and positioning (STP) process of
goods/services. Response modeling; new product decisions; strategic
market analysis; models for strategic marketing; pricing models.
ACCT 323
Mgmt Control
Systems
Balancing tensions among control, growth, and profitability. Monitoring and
implementing business strategy. Selecting measures of control and
performance evaluation. Budgeting/controlling marketing activities;
Balanced Scorecard; capital budgets for product development projects; target
costing and QFD; life cycle costing.
MGMT 335
Mgmt of
People/Orgs
Manager as: innovator (developing marketing strategy); monitor
(defining and analyzing markets, analyzing competition); facilitator
(using teams); broker (marketing strategy implementation). Manager
in the roles of director, coordinator, facilitator and innovator. Use of
persuasion, influence and power, as well as the development of
cohesion and teamwork; group problem-solving and monitoring
POMG 343
Op Planning
& Execution
TQM and marketing; customer service; value chain (product
planning). Positioning strategies; global business environment.
Overview of quality, JIT operations, product and process innovation,
supply chain management; supplies network. Outsourcing; resource
and inventory management.
FIN 355
Sem in
Fin Mgmt
Business strategy and competitive advantage; market segmentation;
competitive advantage and strategy; linking strategic vision to core
capabilities. Corporate stakeholders and corporate finance; financial
analysis and planning; corporate strategy and capital budgeting;
capital allocation; financial goals; country risk. Mergers, spin-offs,
alliances and related resource issues. The virtual corporation.
BADM 393
Sem in Strat
Mgmt/Adm
Policy
The strategic management process; industry analysis and positioning.
Organizational structure and processes of the internal environment. Fit
analysis and competitive advantage; strategy implementation; short vs.
long-term strategic decision-making. Industry evolution (Product Life
Cycle); strategies associated with global competition; contrasting
strategies. Product development, consumer behavior, marketing, IBO,
decision support systems. Defining and targeting product/service
(customer markets); anticipating and forecasting consumer markets;
using effective marketing to achieve competitive advantage; analyzing
market and industry life cycles.
BADM 393: SEMINAR IN STRATEGIC MANAGEMENT AND ADMINISTRATIVE
POLICY
BADM 310
Dec Support
Systems
Understanding the structure of the industry from the customer’s
perspective by means of modeling; use of statistical methods are used
to forecast demand and to understand external forces that impact
industry growth. Focus on the context of decision-making; use of
statistical models to assist in analysis/decision-making; understanding
the data-based and human components of decision-making;
anticipating the impact of new/untested products/services.
ACCT 323
Mgmt Control
Systems
Measurement and control of business processes; establishing
performance goals/objectives. Evaluation of financial performance.
Project management methods. The influence of various methods of
allocating resources and budgeting. Basic overview of strategy
development; linking strategy to operations; performance
measurement.
MGMT 335
Mgmt of
People/Orgs
Manager as: Facilitator (building cohesion and enhancing productivity
in the internal environment); Coordinator (of the internal
environment); Director (use of fit analysis, competitive advantage,
strategy implementation); Innovator (developing strategy); broker (of
the industry environment, use of fit analysis, and competitive
advantage). The human component in strategic decision-making and
implementation; how control processes in organizations affect people
and processes; the impact of organizational structure on performance;
the visionary component of strategic management
POMG 343
Op Planning
& Execution
TQM; logistics; Product Life Cycle; operations strategy. Using
operations management to establish competitive advantage; evaluation
of business processes; supply chain management and analysis of the
value chain.
FIN 355
Sem in
Fin Mgmt
Internal environment. Fit analysis and competitive advantage. Going public;
going private. The significance of financial strategies in the strategic
management process; the effective use of capital in growth planning.
MKTG 373
Sem in
Strat Mktg
The strategic management process; industry analysis and positioning.
Organizational structure and processes of the internal environment. Fit
analysis and competitive advantage; strategy implementation; short vs.
long-term strategic decision-making. Industry evolution (Product Life
Cycle); strategies associated with global competition; contrasting
strategies. Product development, consumer behavior, marketing, IBO,
decision support systems. Defining and targeting product/service
(customer markets); anticipating and forecasting consumer markets;
using effective marketing to achieve competitive advantage; analyzing
market and industry life cycles