The purpose of this course is to familiarize participants with accounting concepts needed for understanding financial information prepared for both external and internal users. It provides an understanding of accounting methods, standards, procedures, terminology, and the financial reporting environment to enable participants to interpret, evaluate, and analyze financial information for a variety of business purposes. Students are encouraged to participate in class and group discussions involving contemporary investment issues and decisions.

Sample Syllabi:
Paretta - Fall 2009
Paretta- Fall 2007
Wragge - Fall 2007
Wragge - Summer 2008

This course is designed to help you think through how you would manage the strategy implementation dilemmas in which operating managers find themselves. In particular, the course is designed to allow you to gain knowledge, insights and analytical skills related to how an organization's senior executives go about designing and implementing those ongoing formal systems used to plan and control the organization's performance (i.e., management control systems). The key ideas underlying this course are: (1) different organizations typically have different strategies (2) different control systems are needed to effectively implement different strategies, and (3) technology can be used in different ways to support these systems. Most of you will soon be in positions where you will be directly responsible for getting strategy implemented. As such, the materials covered in this course should be of high relevance in your immediate job situations. The conceptual materials for the course are provided in the textbook, additional assigned articles,and class lecture. The term "textbook" is a misnomer. Unlike a textbook,which presumably is designed for a specific point of view or perspective on a given subject, the book for this course should be viewed as a starting point for a discussion of ideas and different points of view. We will accomplish this by discussing a number of case studies for each session.

The course is appropriate for any prospective general manager, as well as for those contemplating careers in management consultancy, and controllership. The perspective of the course usually is that of general management, rather than that of the corporate controller, chief accountant, or technical IT professional.

Case Approach - The course is built around the case method. The learning in the class focuses more on the thought process in analyzing business situations, not just on the solutions per se.

Sample Syllabi:
Wragge-Fall 2009
Jones - Fall 2007

Sample Syllabi:
Blue-Fall 2009 (Thursday)
Cao - Fall 2009
Cao - Fall 2008

This course introduces the basic concepts and skills needed to analyze,design, and implement information systems using an object-oriented (OO) approach. Given that business process analysis and modeling skills are becoming more and more critical for information system professionals, this course is designed to be more process-oriented than traditional system analysis and design courses. In particular, students will learn how business process management systems (BPMSs) help organizations achieve competitive advantages by automating the routing, monitoring, and control of their business processes.

This course will help the students achieve the following objectives:

• Learn techniques for eliciting requirements from users
• Learn basic concepts and skills of business process modeling and analysis
• Understand how UML (Unified Modeling Language) models can be used to describe different aspects of an information system.
• Achieve a better understanding of business process management systems
• Achieve a better understanding of object-oriented system analysis and design and how it can improve the development process.

Sample Syllabi:
Wang - Spring 2008

Sample Syllabi:
Debessay - Fall 2008

Sample Syllabi:
Chapas - Spring 2010

Study the largest component of the economy of all developed countries, the service sector. This sector has not had the large productivity improvements that other sectors have experienced, therefore it is critical that attention be given to improving the operations of service delivery systems. This is not a problem that will be solved by technology alone.

This course will focus on the following areas in order to provide the student with the management talent required to be successful and improve this sector.

• An overview of the role of services in the economy and enterprises
• Design and delivery of services
• Measurement of productivity and quality
• Managing capacity and demand
• quality management
• Redesign of service delivery processes
• Management of technology
• Managing human resources

This course will cover these topics as they relate to both "pure" service sector (banking, transportation, travel and tourism, government, etc.) and within the service functions of manufacturing (after-sales support,financing, etc.).

Sample Syllabi:
Harker - Spring 2008 (updated 02/15/2008)

Sample Syllabi:
Chen - Spring 2010 (updated 02/15/2008)

Sample Syllabi:
Barth - Spring 2010

BUAD820 is a core course in the MBA program that is designed to provide the student with insights on analyzing data to guide business decisions.The course introduces the student to following data analysis topics:

• Stratification – students learn how to organize data into tables and graphs to help decision making process.
• Tools of quality management – students learn how companies use a set of simple tools for analyzing and improving business processes.
• Control charts – students learn how companies track important service and manufacturing processes to identify opportunities for improvement.
• Quantifying uncertainty – students learn how to statistically quantify uncertainty and work with empirical and commonly used theoretical data distributions.
• Decision tree analysis – this topic addresses how available data can be used for strategic decision making (e.g. launching a new product) under uncertainty.
• Sampling and Estimation – student learn how to draw conclusions about data coming from opinion and business surveys.
• Regression analysis – students learn how available data can be used to build powerful models for making predictions for important business metrics.

In this course, students learn to analyze data using Microsoft EXCEL, which is a widely used business productivity software package. Students see applications of many of the topics listed above via business cases published by Richard Ivey School of Business, Harvard Business School and Kellogg School of Management.

Sample Syllabi:
Thompson-Fall 2009
Kher-Fall 2009(Draft)
Kher - Fall 2009
Kher - Summer 2008
Kher- Fall 2008

Operations Management relates to the design and management of processes that create goods and services. The coverage of operations topics will help you gain an understanding of the role of the operations function in developing and maintaining competitive service and manufacturing organizations.

Examples of operations management topics typically covered in BUAD831 are:

• Process Design
• Sales & Operations Planning
• Project Management
• Supply Chain Management
• Inventory Management
• Lean (JIT) Systems
• Capacity Management

Management Science refers to the use of mathematical models in business decision making contexts. Such models are used to obtain preliminary solutions to business problems. These models are driven by measurable characteristics of the system being analyzed. The process by which managers can then use these preliminary solutions in conjunction with qualitative factors to obtain good solutions is a vital connection between Operations Management and Management Science and thus, an important element of the course.

Examples of management science topics typically covered in BUAD831 are:

• Linear Programming
• Waiting Line or Queuing Models

Sample Syllabi:
Gehrlein-Fall 2009
Davis- Fall 2009
Davis - Spring 2008
Davis - Fall 2008
 

The purpose of this course is to help you:

• Clarify your personal values
• Anticipate and prepare for ethical dilemmas you may encounter
• Be sensitive to evolving social expectations
• Recognize ethical dimensions in real business situations and decisions
• Understand legal and other longer term consequences of unethical behavior
• Learn how to analyze ethical situations and make wise decisions
• Develop approaches for reducing unethical behavior in your organization

Using a seminar approach, the principles and dimensions of business ethics will be explored. A range of cases and issues will be examined to develop ethical sensitivity and decision-making skills. There will also be small group learning activities. To customize the course to your specific ethical concerns, four classes will focus primarily on issues that you select and analyze.

Sample Syllabi:
Weaver - Fall 2009
Norman - Fall 2008
Osoinach - Summer 2008

Examines selected topics in global business that may focus on one or more areas of the world (e.g. the European Union, Latin America, Pacific Basin, etc.).

Sample Syllabi:
Piccardi - Summer 2007

This course focuses on the creation of new business ventures, and is primarily concerned with bringing an innovation to launch, that is, to market or application. The course introduces a number of tools and procedures to increase the success of development and control the process.

The objective of the course is for students to be able to structure a new venture process, know the various tools that are available, and be able to apply appropriate tools to an actual new venture, whether a start-up or an “intrapreneurial” project. Student learning will be primarily assessed through evaluation of this applied project, along with a few individual problems and a brief test.

Sample Syllabi:
Kmetz - Fall 2007

Innovention - the processes of innovation and invention.

This course will demonstrate that we are all capable of innovation - it is intrinsic in the human psyche. Our educational and business structures teach us quite forcefully how not to be innovative. We will go into detail on the differences between innovation and invention. The hard part of innovation is properly determining the parameters of the problem and ultimate opportunity. Once that is done the only challenge that remains is finding solutions which are efficient and profitable - and we will also show how to do this. Invention is harder to learn but it has its tricks as well.

There will be numerous exercises, examples and projects. Innovation is NOT a spectator sport, but once you learn how easy it actually is, you will be overwhelmed by the number of opportunities whose profitable solution is well within your grasp.

Think back to how innovative the early Egyptians and Chinese were and you have no choice but to accept that the conventional wisdom that you have to have an advanced degree in science or be a senior corporate executive in order to be innovative is completely wrong.

Instructor Bio:
For more information please contact Professor Scott Jones

This course focuses on the design of a successful small business venture and the application of business management practices. Working alone or with a partner, you will develop a business plan for a project of your choosing. You will be expected to incorporate a broad range of business management skills including accounting, marketing, and finance. Each of these areas will be covered in classroom discussions.

Sample Syllabi:
Osoinach - Summer 2007

Organizational success depends on people interacting to achieve a common goal. In this course, we will explore those human interactions specifically focused on understanding 1) How can you more effectively participate in an organization? and 2) How can you better manage people in organizations? We will address these questions by learning about the underlying psychological and sociological foundations of human behavior, and will engage in discussions and exercises to help you build effective individual and managerial skills. This course considers four levels of analysis – individual, interpersonal, group and organizational. Much of our learning in this course will be through case studies, exercises and class discussions.

Course Objectives

• Understanding theories about managing people to achieve productive and satisfied organizational members and improved organizational performance.
• Improving managerial skills involved with diagnosing organizational problems and making managerial decisions.
• Developing the knowledge and skills you need to explore your own potential and manager yourself and your career.

Sample Syllabi:
Sawyer- Fall 2009
Smith - Spring 2008
Becker - Section 50 - Fall 2008
Becker - Section 51 - Fall 2008
 

This course focuses on the theory and application of organizational change. The overall course objective is to provide knowledge and skills to function as effective change agents in organizations. This objective will be achieved by exposing you to a variety of real cases along with relevant existing theories. At the end the course, you are expected to:

• Better understand both classic and contemporary organizational change concepts
• Be ready to use techniques for planned organizational change
• Acquire the sense of “being in the shoes” of managers facing situations of change and feel competent to deal with them

Sample Syllabi:

Sawyer - Spring 2009

Learn valid principles and practices of human resource management, especially those pertaining to strategic HR management, employee selection, training and development, compensation, and employee relations. Understand how these apply to real work settings and how they can provide competitive advantage.

Sample Syllabi:
Becker - Spring 2008

This course focuses on the transition of theory to practice in driving change at the individual, team and organization levels. By the conclusion of the session, participants will have gained increased skill and ability to view systems more clearly from individual, team and system levels and posses skills to positively drive change.

Specific outcomes are to:

• Increase self-awareness to acquire insight into self and the impact upon others
• Discover how individual belief systems drive organization behavior
• Increase ability to diagnose, develop and advance team effectiveness
• Expand ability to more effectively negotiate to achieve win/win outcomes
• Learn and apply change theory and practices to drive positive change
• Link individual, team and organization change theory into effective practice
• Have some fun while learning and applying change concepts!!

Sample Syllabi:
Townsend - Winter 2009

The course is designed to help develop negotiation skills experientially (through participation in negotiation role-play exercises) and to understand negotiation in useful analytical frameworks.

The following is a partial list of course objectives:

• Improve your ability to negotiate effectively
• Be able to analyze negotiation situation
• Develop a strategic plan for effective negotiation
• Gain an intellectual understanding of negotiator behavior
• Gain confidence as a negotiator

Sample Syllabi:
Fisher-Fall 2009
Fisher - Fall 2008
Kim - Spring 2007

BUAD880 class deals with management of marketing functions in modern profit and nonprofit enterprises. The major purpose of this course is to introduce you to the marketing management process. It is designed to help you:

1. To develop an awareness of the major types of marketing problems faced by organizations, with emphasis on sound analytical approaches to effective decisions.
2. To analyze critically the task of marketing under contemporary conditions and to examine the major functions that comprise the marketing task.
3. To evaluate various types of policies that can be employed in guiding the marketing activity.

The course is divided in four modules:

1. Introduction: Topics covered - Basic marketing concepts, marketing arithmetic, marketing plan, effect of environment on marketing decision making
2. Assessing Marketing Opportunity: Topics covered: Market segmentation, targeting, and positioning, consumer analysis, marketing research
3. Designing Marketing Strategy: Topics covered: Models of competitive analysis, 4Ps - Product, Price, Place, and Promotion decisions
4. Group Project: A comprehensive group project developing marketing plan or strategy for a company

Sample Syllabi:
Manrai - Newark Fall 2009
Manrai- Arsht Fall 2009
Manrai - Section 194(Online)- Fall 2009
Manrai - Spring 2009
Manrai - Summer 2008
Manrai - Section 194 (Online) - Fall 2008
 

Sample Syllabi:
Broach - Fall 2008
Viswanathan-Summer 2009
 

BUAD884 discusses ways in which information technology can be used to learn about and market to individual customers. Information technology has had two important effects on marketing.

First, the most recent technology, the internet, has changed the competitive environment: The Internet has strengthened direct-to-consumer offerings, introduced new ways to advertise to the consumer, has bolstered multi-media offerings and so on. Therefore, the first goal of this course is focus on how to adapt marketing strategy to the online environment.

Second, technologies, like the internet, are versatile tools for collecting huge amounts of customer information. However, these databases of customer information would be useless if not for a) the ability to intelligently manipulate these databases and b) to use the resulting information to enhance marketing programs and build strong customer relationships. Hence, the second goal of this course deals with database marketing. Specifically, the course will discuss tools and techniques that help marketers analyze and act on customer information.

This course can be interesting and fun if you have significant interest in IT, the enthusiasm to think outside the box, and an ability to understand that sometimes business problems do not have textbook solutions.

The course is divided in four modules:

1. Introduction to the online environment and industry
2. Internet Marketing Techniques
3. Database marketing and customer economics
4. Regression, Response Modeling, Segmentation Analysis and Lifetime Value

BUAD886 provides a practical introduction to the basics of advertising management from a client's perspective. The topics include agency selection, buyer targeting, creative strategy and methods, media selection and evolution, and effects measurement. A strong emphasis is placed throughout the course on new media technologies such as digital television, TiVo, satellite radio, wireless networks, GPS, and TV over the internet.

Students create and present a comprehensive ad plan late in the term. Other tasks involve writing essay exams and papers on ad clients and media technologies. The course is appropriate for people with and without direct advertising experience.

Sample Syllabi:
Kent - Fall 2007

Marketing begins and ends with the consumer- from determining consumer needs to providing consumer satisfaction. Thus, a clear understanding of consumers is critical in successfully managing the marketing function in any organization, whether profit or nonprofit.

This course focuses on the analysis of consumer behavior phenomena from a scientific, psychological perspective. Depth of understanding of empirical regularities and underlying psychological processes is the key to success in today’s complex marketplaces. Product life cycles are shorter, marketer segments are smaller, and the competition is more intense than ever. The marketing manager who possesses an in-depth, scientific understanding of consumer judgment and decision-making will succeed where others fail.

Accordingly, the purpose of this course is to introduce you to the scientific study of buyer behavior. Sometimes we will take the perspective of a marketing manager who needs an understanding of consumer behavior in order to develop, evaluate, and implement effective marketing strategies. We will examine many concepts and theories from the behavioral sciences and analyze their usefulness for developing marketing strategies. In other cases, we will take the perspective of a consumer (which we all are!), introspecting about our own consumer behavior. This will make the concepts and theories more concrete and imaginable.

Sample Syllabi:
Shapiro- Spring 2008

The primary purpose of the seminar is to provide students an opportunity to become experts in a marketing related topic of their interest. Therefore, the seminar class is designed to allow students to research a marketing problem in greater depth and detail. Typically, an expert would be someone who is extensively familiar with the existing knowledge and practice on a topic. The seminar begins with your selection of a topic of your choice that you would like to investigate and study in depth.

Sample Syllabi:
Manrai - Winter 2010
List of topics

Corporate Strategy is all about competition in the global environment. It examines the enterprise from the vantage point of the CEO and Board of Directors. It involves developing policy at the corporate level that will create and sustain competitive advantage.

Corporate Strategy integrates the many disciplines studied in your MBA program. By developing an understanding of when and how to apply concepts and techniques learned in earlier accounting, finance, management, and marketing courses, Corporate Strategy bridges the gap between theory and practice. The emphasis is on combining analytical, integrative, and decision-making skills to plan and implement a course of action for an enterprise.

Corporate Strategy is a course about the realities of today’s corporate climate that include rapidly changing markets, breakthrough technologies, fickle consumer tastes, and global competition. In order to navigate in this difficult environment, survival depends increasingly on skillful execution of well-conceived strategies. An understanding of competition and competitive strategies to deal with today’s threats and opportunities is gained by studying theory and cases from the business world.

Course objectives are to:

• Develop competence in understanding strategic issues and options
• Recognize the influence of external and internal forces on strategic options
• Appreciate the strengths and weaknesses of alternative strategies
• Understand the relationships between functional areas and systems of interrelated activities
• Apply theoretical concepts in making policy decisions
• Gain experience in applying tactical decisions to competitive situations
• Develop oral presentation and writing skills
• Enhance team building and collaborative skills in accomplishing group tasks.

Sample Syllabi:
Wycoff - Fall 2009

• MBA Welcome Note
• MBA Schedule 050
• MBA Schedule 051

Wycoff - Fall 2007
Wycoff - Spring 2008
Wycoff - Summer 2008

Sample Syllabi:
Sawyer - Fall 2009

The Business Consulting Project is a capstone practicum course in the MBA program offered by the Lerner College. The course provides the opportunity for MBA students to gain applied consulting project experience while providing a valuable service to the business community.MBA students work in teams of two to five people on significant business projects under the guidance of business professors with considerable professional experience. Student project groups will dedicate up to 500-1000 person-hours to a specific business project. Business projects may originate from large corporations, non-profit and government agencies, small businesses, entrepreneurs, and may include projects derived from students’ employers.

The course is designed to meet the needs of the majority of students who work in existing organizations, where issues such as changes in strategy, changes in organization, process improvement, quality certification, marketing problems and projects, and many other kinds of challenges routinely arise and may require internal consulting skills. However, the course is also appropriate for those students who have career interests in consulting, whether working for a large global consultancy or striking out on their own.

Appropriate consulting projects may come from any area of business and may support one or more of the concentrations or specializations in the MBA program. Three attributes of an acceptable project are: (1) the problem is one that has been sufficiently articulated by the client to define an initial scope of work (2) the organization will allow the student group to implement and test their solution, or accept their recommendations if action is not possible; and (3) the organization will cover the necessary expenses of the project.

Students may elect to take BUAD 899 twice, for a maximum of six credits. The information below is provided for those students taking the course for the first time, and in the event that students are repeating, the initial orientation requirements will not apply, but rather, full course grading and credit will be placed on the second client project

Sample Syllabi:
Kmetz - Spring 2009

The course stresses the fundamental concepts in economics and discusses the methods used by economists. Given that the language of economics is used in the business press, this course will acquaint you with the tools so that you can understand the assumptions behind business writing and distinguish between effective and poor analysis.

The first part of the course focuses on microeconomics, or the study of individual decision-making: how households and firms make economic decisions, how households and firms behave strategically, and how consumers and firms interact in a market. The second part of the course deals with macroeconomics, or the study of broad economic aggregates, such as employment and unemployment, inflation, business cycles, and economic growth.

Sample Syllabi:
Abrams- Fall 2009
Brusentsev - Fall 2008
Sharpley- Fall 2007

This course is offered in conjunction with the College of Engineering. Business and engineering students are placed on teams to develop commercialization plans for University or privately held technology (usually patented). A series of speakers- entrepreneurs, investors, attorneys, and regulators provide weekly lectures on the subject of launching a start-up enterprise. Over the last 8 years, several start-up companies have resulted from the course or utilized plans developed, these include:

• Fingerworks- acquired by Apple Computer in 2006
• Delagel
• PA-IR Technologies
• EM Photonics
• Phase-Sensitive Innovations

Some of these companies currently employ students or are run by students who participated in this course. This is the most realistic course on venturing that you can take- we challenge you to develop a business plan to commercialize a technology and we dare you to do it!

Read more about this course:

Instructor Bio:

For more information please contact Professor Scott Jones

There is no major corporate investment decision that can be made without first asking and answering the question, ‘What is it worth?’ The goal of this course is to build your skills and confidence in answering that question.

By the end of this course, you should be able to:

• Value any publicly traded firm, small or large, domestic or foreign,healthy or troubled.
• Value a private firm for sale to another person , company or for purposes of going public (as an IPO)
• Value a division of a firm for sale or purchase
• Value the synergy and control in an acquisition
• Come up with a value enhancement strategy for a firm’s management
• Define, describe, analyze and apply any multiple (PE, Value/EBITDA,Price/Book Value…)
• Separate fact from fiction, sense from nonsense and real analysis from sales pitch in equity research reports, valuations and general discourse

Given the prominence of the mutual fund industry, it is important that students understand the industry's practices, regulations, and key current issues. This course provides such an in-depth review of the mutual fund industry through lectures, class discussion, case analysis, and a project.

This course is designed to introduce students to the "science" of finance. Although the focus is on the corporate financial manager, it is important to note that the course will introduce the basic theory underlying all areas of finance. The course is usually designed for the professional business student who has had little or no background in the study of finance. There is a very wide range in the background of students in the class so the material will be supplemented to accommodate everyone as much as possible. Emphasis will be on "breadth" of coverage. After taking this class, you will be prepared (if you so desire) for additional course-work in the five general areas of finance - corporate (FINC 851), investments (FINC 852), international (FINC 853), financial institutions and markets (FINC 855), financial engineering (856), corporate governance (FINC 858), or special topics (859).

Sample Syllabi:
Fields - Spring 2008

This course examines the interrelationships between the international monetary environment and financial planning for the firm. Topics include the international financial environment, exchange rate behavior, exchange rate risk management, short term asset and liability management, and long-term asset and liability management.

Sample Syllabi:
Stocker - Fall 2009
Laux - Spring 2009 : Online Section Notes

In this seminar we will be taking an up-close and personal look at some of the largest and wealthiest shareholders in the world. Proponents of such shareholders argue that by monitoring, working with and sometimes replacing a targeted firm's incumbent CEO, large shareholders make a firm more efficient and thereby enhance the value of the firm. Active investment programs by large shareholders can thus lead to shared benefits wherein the large shareholder gains, as do the small shareholders of the firm. Critics, on the other hand, allege that active investment programs can lead to private benefits for the large shareholder when block ownerships are used by large shareholders to secure a variety of benefits to the exclusion of small shareholders. This seminar is designed to provide advanced MBA students an opportunity to conduct in-depth investigations of the activities of large shareholders like Warren Buffett, CalPERS, Carl Icahn and Donald Trump with the goal of getting a better understanding of exactly what they do to amass such considerable amounts of wealth.

Sample Syllabi:

FINC 855 Examines the nature, purpose, and management of financial institutions and markets.

Sample Syllabi:
Schweitzer - Fall 2007

FINC856 explores the pricing and usage of derivative securities, including forward contracts, futures contracts, swaps, options, warrants, and convertible debt. This course covers derivative security pricing to provide a basis for understanding of derivative use in portfolio theory to manage risk or to optimize speculative positions.

Expect the course to help you learn the way derivatives are priced in order to think about how risk management or optimal speculation might be achieved. The material in the class is structured to provide the necessary background to enter the hottest area of finance in the past few decades. Students should be familiar with net present value techniques and basic statistical methods

Sample Syllabi:
Harris - Spring 2005

Explores similarities and differences between large and small companies, the challenges facing management with emphasis on financing. Topics include organization forms, business life cycle, risks and issues of entrepreneurship, sources of funding working capital and generational concerns. Course utilizes lectures, case studies and group interaction. Prerequisites: FINC850.

Sport Marketing presents an overview of the various techniques and strategies utilized to meet the wants and needs of the sport consumer in the sport industry as well as understanding how sport can be used to assist in the marketing of other companies and products. Areas to be addressed include the uniqueness of the sport marketing in comparison to traditional marketing, an overview of the segments of the sports industry, the importance of market research and segmentation in identifying the right sport consumer, the utilization of data base marketing in reaching the sport consumer, the overview of the marketing mix, and the development of sponsorship and endorsement packages.

Sample Syllabi:
Robinson - Summer 2007
DeSchriver - Fall 2008
 

Overview of the global sport industry, including the bid and host process for international sport competitions, the organization of the international sport community, the penetration strategies of American sport leagues and products into international markets, and the structure of sport in other countries.

Sample Syllabi:
Robinson - Spring 2009
 

Course Outline:
Spring 2009
 

HESC634 explores the principles of financial management and microeconomics as applied to the sport industry, with a focus on spectator sports at both professional and collegiate levels. Topics include the financing of sport facility construction, budgeting in collegiate athletics, and the financial effects of collective bargaining agreements.

Sample Syllabi:
DeSchriver - Fall 2009
 

MISY 810 covers the technical and management principles of Computer Networking and Telecommunications.

Sample Syllabi:
Davis - Spring 2007

Sample Syllabi:
Wragge - Winter 2009

This course provides the technical knowledge and skills needed to successfully plan, execute, and evaluate IT projects. Upon successful completion of this course, you will be able to:

• Understand what project management means and how it improves the success of information technology projects
• Demonstrate knowledge of project management terms
• Demonstrate knowledge of the tools and techniques of project management
• Use Microsoft Project 2003 and other software to help plan and manage a small project
• Appreciate the importance of good project management
• Use knowledge and skills developed in this class in other settings

Sample Syllabi:
Blue - Spring 2007

This course is a survey of topics in the realm of computer security in a global environment. It will consider many contemporary topics in computer security ranging from basic cryptology to cyber-warfare to security ethics to legal and cultural differences between countries. The course will culminate in a research project which provides each student with an opportunity to more fully investigate a topic of interest related to the area of security.

Sample Syllabi:
Wragge - Spring 2007

Over the past 30 years, computers, telecommunications, and office automation have changed dramatically the way organizations compete. In their quest for efficiency and competitiveness, businesses continuously rely on information systems (IS) to prosper and gain competitive advantage. Through IS, new products and services are developed, functions are integrated, and organizations go through profound transformations. As a manager facing such a complex and dynamic environment, you must learn the basic concepts surrounding information systems and information technology (IT) in organizations so that you are better capable of deploying and making effective use of these powerful tools for managing in today’s world.

This course has been designed to provide Master-level students with an understanding of how information systems are used and how they impact (positively or negatively) the competitive position of organizations. This course will not make you an IS technical specialist; its emphasis is on managerial issues. However, through an overview of the technologies, activities, and applications of IS, this course will help you to acquire an appreciation for the possibilities created by IT-based solutions in today’s organizations.

Topics that will be discussed in the readings and cases include (but are not limited to) how technology can aid in collaboration and coordination, organizational strategy and change, power issues, career development, education and training, and motivation and job satisfaction. Furthermore, issues related to the value of technology investments, people’s resistance to technology implementation and change, and the strategic use of technology will be covered.

Sample Syllabi:
Everard - Fall 2009
Everard - Fall 2007