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Transcript
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