The American Production and Inventory Control Society (APICS) was founded in 1957 for the purpose of “building and validating knowledge in supply chain and operations management.” Today, APICS is an international organization with over 40,000 members that provides training and educational opportunities in the form of professional certifications, professional courses, workshops and resource materials for supply chain management professionals. One of the certifications offered by APICS is the CSCP, or Certified Supply Chain Professional. The certification is often required by employers for key personnel in charge of managing the production and distribution of their products.
Definition of Supply Chain Management
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A supply chain is a system of organizations, people, technologies, activities, information and resources involved in moving materials, products and services all the way through the manufacturing process, from the original provider of materials provider to the end customer. Supply chain management is the supply and demand management of these materials, products and services within and across companies. This includes the oversight of products as they move from provider to manufacturer to wholesaler to retailer to consumer. Some companies use the term "logistics" interchangeably with "supply chain management," while others distinguish between the two terms. The distinction is that supply chain management does not just oversee the tracking of materials or products through shipment, but spans all movement and storage of raw materials, works-in-process, finished goods and inventory from the point of origin to the point of consumption. It involves the coordination of processes and activities with and across other business operations into a cohesive and high-performing business model.
Strategies
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The ultimate goal of a successful supply chain management strategy is to insure that products are available when they are needed, thereby reducing the need to store large amounts of inventory. Supply chain management strategies must incorporate the distribution network configuration. Distribution networks consist of the number and location of suppliers, production facilities, distribution centers, warehouses and customers. These must be integrated with all the information systems that process the transfer of goods and materials, including forecasting, inventory and transportation.
Supply Chain Operational Flows
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Supply chain management oversees three primary flows. Product flow involves the movement of goods and materials through the manufacturing process from suppliers through consumers. Information flow involves the transmitting of orders and the tracking of goods and products through delivery. Financial flow consists of payment schedules, credit terms, consignments and title ownership agreements.
Learning the Basics from APICS
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APICS’s Basics of Supply Chain Management is an online course that is designed to prepare you for the BSCM exam. APICS also offers several course options on supply chain management in preparation for certification. What APICS calls "Foundational Courses" are not for individuals seeking certification, but rather for those who want to develop skills and knowledge on supply chain and operations management. "Certification Review Courses" are designed for those seeking CSCP designations. Workshops are offered for continuing education. Continuing education is a requirement of maintaining CSCP certification, which must be renewed every five years. APICS also publishes several manuals that provide an overview of the curriculum, test specifications, test-taking advice, key terminology and sample questions with their answers.
Department of Linguistics
Linguistics 323-3
Morphology
Course Chair: Dr. Richard C. DeArmond
Office: CC 9214
Office Hours: W: 11:30 - 12:30, 1:30 - 2:20, 2:30 - 3:30
Phone 604-268-7194
Fax 604-291-5659
e-mail : dearmond@sfu.ca
Language Lab: AQ 3020, 291-4698
L323 Site
My Home Page:
Linguistics Home Page
Language Lab Home Page
Prerequisites: L221 and L222, or L310
Strongly Recommended Prerequisites: English199 (University Writing)
Directory: Course Description | Texts | Contents | Lecture Notes | Definitions | Exercises | Cgram | Schedule | Model of Grammar | Grading | Marks | Exams | Forum | Timetable
Texts
Required Text:
Understanding Morphology ISBN 0-333-54114-8/6
By Martin Haspelmath
Understanding Language Series
New York: Oxford University Press
Morphology:
By Francis Katamba
The MacMillan Press, Ltd
Organization: Classes will consist of lectures, demonstrations, student presentations, and discussions.
Course Goals: This course will introduce you to some of the major structural and functional categories of morphemes and words. You will use these categories to analyze complex words as well as to assess cross-linguistic variation and claims for theoretical constructs.
Word Structure
Morpheme Types: affix, base, root, stem
Word-based morphology
Discovery Procedures
How Morphemes are Formed
Grammatical Functions
Inflection
Derivation
Word Formation
The Lexicon
Productivity
Reduplication
Lexical Morphology
Compounds
The course will be divided into two parts. The first will cover the basic terms and definitions and cover discovery procedures. The second part will cover theoretical aspects of morphology in reference to grammar building and syntax.
Final grades will be based on weekly exercises = 20% of the final grade. There will be weekly exercises taken from the book and distributed by the instructor. There will be 1 midterm examination = 35% of the final grade, and a final examination. = 45% of the final grade).
The following represents the typical range of grades. The grades are subject to a grading curve adjustment:
A 90 - 100 B 80 - 89 C 70 - 79 D 60 - 69 F 00 - 59
1. Students are expected to attend all classes. Students are expected to arrive on time so that classes may begin promptly and so that they will not disrupt the class. Announcements will be made at the beginning and end of classes regarding the assigned readings and the expectations for assignments and exams.
2. A standard of academic English expression appropriate to upper-level university courses is required in all work. Clarity and effectiveness will be considered in the evaluation of assignments. Further specification is provided below.
3. Students are expected to have read all assigned readings before class. Because many students will be learning about a new field of study in this class, students may have to read chapters/articles multiple times. Students are expected to bring the assigned textbook(s) and copies of readings to all class sessions. Students are expected to come to classes prepared to discuss the new material: for example, to ask questions about the content and to evaluate the claims made or implied.
4. Students are expected to turn in all assignments on time. LATE ASSIGNMENTS WILL NOT BE ACCEPTED without prior permission from the instructor.
5. All excercises must be stapled together if there is more than one page; otherwise, 10% will be deduced.
6. Students will be responsible for all materials covered in the assigned readings and lectures. The lectures will indicate the specific syllabus that will appear on assignments and examinations. Lecture notes and webpage notes will provide only a skeletal treatment of these topics: Assignments and examinations will require students to refer to the more complete presentation of relevant information in the readings.
7. Students will be respectful of other students and the instructor. In particular, students will not talk while the instructor or another student is talking.
8. If students wish to contest the grading of an assignment, the following regulations apply. Assignments written in pencil or any erasable medium will not be re-assessed. Students must explain, in writing, why they believe that their own academic honesty and student assignment was not graded correctly. Be aware that original assignments are photocopied and kept on file. As a result, students who have dishonestly changed their answers have received failing grades and permanent reports of academic dishonesty.
9. Academic dishonesty in all forms violates the basic principles of integrity and thus impedes learning. More specifically, academic dishonesty is a form of misconduct that is subject to disciplinary action and includes the following: cheating, fabrication, fraud, facilitating academic dishonesty, and plagiarism. For more information oct, please visit the following web sites:
http://www.sfu.ca/policies/teaching/index.htm
>For an informal evaluation of this WWW site and L323, click on evaluation
Directory: Course Description | Texts | Contents | Lecture Notes | Definitions | Exercises | Cgram | Schedule | Model of Grammar | Grading | Marks | Exams | Forum
Career Focus
This course is appropriate for students interested in pursuing careers in any management function (e.g., operations, marketing, finance) in firms that make, sell and/or distribute physical products, or in organizations (e.g., consulting firms, investment banks, private equity firms, software providers, transportation providers) that analyze, invest in, and/or offer products and services to those firms.
Educational Objectives
Supply Chain Management (SCM) builds on aspects of the first-year Technology and Operations Management (RC TOM) course. However, whereas RC TOM focuses primarily on producing and developing products and services, SCM emphasizes managing product availability, especially in a context of rapid product proliferation, short product life cycles, and global networks of suppliers and customers. Hence, syllabus not examined in RC TOM such as inventory management, distribution economics, and demand forecasting are explored in depth in SCM.
SCM also differs from RC TOM in that RC TOM concentrates primarily on material and information flows within an organization, whereas SCM focuses on managing material and information flows across functional and organizational boundaries. Due to the boundary-spanning nature of supply chain management, the SCM course also has strong links to the first-year courses in marketing, leadership, and strategy. The course emphasizes the "general manager's perspective" in managing supply chains. Cases in the course illustrate that barriers to integrating supply chains often relate to organizational issues (e.g., misaligned incentives or change management challenges) and operational execution problems (e.g., misplaced SKUs in a retail store) that fall squarely in the domain of the general manager. The course makes clear that suitable information technology and appropriate use of analytical tools are necessary, but by no means sufficient, for supply chain integration.
Grading
Grading will be based on class participation, engagement, and a capstone project consisting of playing a week-long “Supply Chain Game” simulation and writing a corresponding report.
Copyright © 2023 President & Fellows of Harvard College. All Rights Reserved.
The Certified Apartment Management Course by the National Apartment Association tops our list as the best overall property management course, not only thanks to the extensive list of syllabus it covers but because the syllabus can be applied to other property niches aside from apartments.
The syllabus covered in the Certified Apartment Manager (CAM) Course’s eight modules will prepare you for managing apartments, one of the most common specialties in real estate, and provide a firm foundation for growing your property management skills if your career leads you to other niches. This widely applicable foundation, coupled with its comparatively low cost, makes it our choice for the best property management course overall.
The National Apartment Association (NAA) has over 95,000 members throughout the U.S. and offers credentials and education to apartment industry professionals. The association consists of 141 regional affiliate organizations.
The CAM course covers the gamut of essential syllabus needed for managing apartments. It introduces students to industry essentials, financial management, legal requirements, property maintenance, management, inspection, and other important subjects like creating a relationship with residents. Students have a year to complete the 40 hours of coursework consisting of eight modules. They also have to show that they have actively managed apartments for at least one year before their test date.
Modules can be purchased one at a time or as a full program. The course is conducted online or locally. Exams are offered online and administered by Castle Worldwide.
The full course costs non-NAA members $1,125, while each module can be purchased separately for $150. The test fee is included in the price of the course, but you’ll have to pay more if you need to retake the test. The course is only $900 for NAA members. NAA membership requires paying dues. Additionally, to maintain your CAM credentials, you’ll need to take eight credits of continuing education and pay annual CAM dues of $100.
Looking for the course catalog?
Visit the course catalog page.
Need online course help?
Technical assistance inquires can be made with the Justice Management program. Please contact Heather Lee at (775) 682-7982 or Nikki Garlic.
Flexible Online Classes
Justice management courses are delivered online through a university learning management system (LMS). Courses are offered three times a year (January, May and August).
Since going online in 2005, justice management graduates spend an average of 1,223 hours in the online course system and compose an average of 158 pages of text. As working professionals, these students enjoy the 24/7 access to online courses, with most students completing coursework on evenings and weekends.
Content Experts for Instructors
Content experts in the various justice management course areas were identified by program administrators as well as by outside supporting agencies such as NCJFCJ, NJCSA, NJC. Additionally, instructors were identified by contacts at various national conferences in the juvenile justice field. These context experts were supplied with approved course descriptions and outlines for development of specific justice management courses. Justice management instructor recruitment has continued since the inception of the program, with a total of 21 instructors having taught justice management courses.
Online Course Design - Pairing Instructors with Technology
As justice management instructors develop course materials, he or she works individually with the justice management LMS manager to transform those materials into a rich and dynamic online course. The justice management LMS manager completes the initial design of each online course, using materials supplied by the instructor. The course design process is an iterative one, with the justice management LMS manager assisting in the development of various media formats (text, audio, video, images, etc.) as well as interactive online teaching tools.
The pairing of a content expert (justice management instructor) with an instructional design expert (justice management LMS manager) insures that each justice management course offers innovative course content, consistent instructional design and utilizes the latest online technologies for course delivery.
ONLINE MANAGEMENT CERTIFICATES & TRAINING COURSES
For a limited time, when you purchase any course from Goodwin College’s Online Professional Development Course catalog, you’ll receive the online, self-paced course, Speak With Confidence for free! The link to access Speak with Confidence will be included in your course confirmation email that you receive 24-48 hours after registration.
Gain the tools needed to successfully manage a team or organization, and develop a management style that fits your personality and goals. From effective negotiation tactics and navigating business ethics to time and conflict management, the skills taught in our online management and negotiation certificate courses span all industries and are the foundational to your success.
The following courses can be taken individually or in the bundle certificate package at a discounted rate:
The Effective Manager’s Toolbox
Designed for new managers, this suite of courses gives you a head start on managing issues correctly and professionally with less stress and fewer negative organizational circumstances.
- Length: 15 hours
- Format: Online
- Cost: $299
A Manager’s Guide to Information Technology
Learn how to apply big data, cloud implementations, and mobile computing to better inform your business decisions.
- Length: 10 hours
- Format: Online
- Cost: $199
A Manager’s Guide to Superior Customer Service
Explore the art and science of meeting customers’ needs and building customer loyalty.
- Length: 3 hours
- Format: Online
- Cost: $79
Business Ethics in the 21st Century
Discover how organizations can establish and encourage an ethical culture while monitoring for compliance.
- Length: 10 hours
- Format: Online
- Cost: $249
Certificate in Negotiations
Develop the skills and strategies needed to become a successful negotiator. The fundamental concepts of negotiation are addressed, as well as the application of these concepts to the specific areas of Deal Making Negotiation and Dispute Settlement Negotiation. By the end of this three-course suit, you are prepared to be a leader in deal-making and conflict resolution.
- Length: 10 hours
- Format: Online
- Cost: $199
Introduction to Negotiations
Learn how to make a conscious decision about what type of negotiation strategy to use based on a number of factors such as the importance of the relationship and the importance of what is at stake.
- Length: 3 hours
- Format: Online
- Cost: $79
Negotiations: Making Business Deals
Learn the essential strategies and skills to conducting successful business negotiations—including how to distinguish between and employ Dispute Settlement Negotiation (DSN) and Deal Making Negotiation (DMN).
- Length: 4 hours
- Format: Online
- Cost: $89
Negotiations: Resolving Disputes
Sharpen your ability to resolve disputes by learning causes of conflict, different styles of conflict management, how to conduct a conflict diagnosis, and methods for avoiding stalemate and achieving a cooperative resolution.
- Length: 3 hours
- Format: Online
- Cost: $79
Handling Difficult Staff & Employee Behavior
Learn how to focus on dealing with the behavior (not the person), as well as tools and techniques for positive change.
- Length: 10 hours
- Format: Online
- Cost: $199
Handling Workplace Conflict
Understand the various forms of conflict that can arise in the workplace and gain the strategies that managers can use to help deal with conflict situations.
- Length: 6 hours
- Format: Online
- Cost: $99
How to Coach
Gain the skills and techniques of positive coaching in an organizational setting including listening actively, providing constructive feedback based on observation, reinforcing positive employee performance through recognition and praise, and teaching new skills. And recognition of others in front of others demonstrates how management values employees and creates an environment where everyone wants to excel.
- Length: 3 hours
- Format: Online
- Cost: $79
Managing People
Examine how tools and skills like delegation, empowerment and measurement can help your organization achieve its goals.
- Length: 5 hours
- Format: Online
- Cost: $79
Managing in a Modern Organization
Expand your understanding of the role of a manager and identify your own management style.
- Length: 5 hours
- Format: Online
- Cost: $79
Time Management
Become more effective by employing time management and scheduling techniques, delegating, outsourcing key tasks and employing technology.
- Length: 3 hours
- Format: Online
- Cost: $79
Training Course Formats
Classroom TrainingOur most robust form of training—many courses include hands-on labs.
Virtual Classroom Training (V)
Instructor-led format covering the same material as the classroom course, but in a virtual setting so you can attend remotely.
Instructor-Guided Online Training (E)
So much more than just an online course! Learn at your own pace when it’s convenient for you to complete the assignments by the milestone deadline.
Self-Paced Modular Training (M)
Learn at your own pace at a time that is convenient for you.
Managers desire to lead and administer organizations, departments, or teams toward meeting specific objectives. Their primary interest regardless of industry or departmental level is to live the leadership role employing the resources of people, information, and technology. Does this sound like you? If so, the management major might be for you.
This major prepares Mike Cottrell College of Business (MCCB) students to understand management through the four functions of planning, organizing, leading, and controlling.
You'll graduate with priority access to two of the Southeast’s fastest growing knowledge economies: the GA 400 and I-985 corridors. Mike Cottrell College of Business’ growing reputation and excellence of its management graduates provides superior hiring potential in this lucrative service area.
Degree Type
Bachelor of Business Administration
Management Majors Choose One of Three Concentrations
In addition to your core business and management courses, you'll select one of the following concentrations. Each of these concentrations were developed to meet the needs of regional employers and as a reflection of changes in the general business environment.
Business Leadership
Entrepreneurship
General Management
Logistics & Supply Chain Management
What Your Journey as a Management Major Could Look Like
Why Management at UNG
- Resume-building experiences. You'll receive a contemporary, engaging learning experience from Mike Cottrell College of Business faculty who are dedicated to exceptional teaching and student success.
- Engaged faculty. The college employs internationally-diverse specialists whose primary responsibility is teaching excellence. This faculty also brings a depth of industry experience to the classroom.
- State-of-the-Art Learning. Beginning in fall 2022, management programs will be located in a new world-class Dahlonega building and will expand its access at Gainesville Campus’ most modern facility.
- Manage Internationally. Specialized business study abroad trips will depart annually for London, Singapore and Italy.
- Be job search ready. You'll hone work-readiness through its PROS extra-curricular professional development program.
How to Become a Management Major
Define Your Own College Experience
College life isn't just about academics. It's about the relationships you make, the experiences you have, and the new things you can discover not just about yourself, but about the world around you. UNG provides many opportunities on each campus and beyond to help you explore your interests and find new passions.
Find Friends for Life
Members of our fraternities, sororities, and gender-inclusive organizations find friendship in community service & leadership.
Stay Active & Well
From state-of-the art workout facilities, to over 35 different intramural sports, there are lots of ways to stay fit at UNG.
Go Global with Business
Immerse yourself in international business and cultures. Find a program in Asia, Europe, the Middle East, or the Americas.
Where Can a Major in Management Lead You?
A business management degree from the Mike Cottrell College of Business allows business graduates a great deal of flexibility in their career path while also preparing them for many roles in an organization.
Where Our Students Have Interned
- Rogers Electric
- Smith and Bennett
- Connectability
- Subway Corporate Headquarters, LLC
- Nichols, Cauley & Associates
- New Leaf Landscape Services
Where Our Students Found Jobs
- Syfan Logistics
- Overdrive Logistics
- Locum Tenums
- athenahealth
- Nolan Transportation Group
- United Distributors
Use the career insights tool to explore different opportunities related to this degree program. Learn about average salary and discover the skills you need to get the job you want.
Establishing Connection...
All courses offered by the Management & Entrepreneurship Department are listed below.
Please note that, not all of the courses listed below are offered every quarter. To find out more information about current and future course offerings, please visit the management course availability page to see which courses are currently being offered.
6: Business Ethics
A normative inquiry into the ethical issues that arise in business and how they should be managed. Attention is given to current moral issues in business, to ethical theories and their implications for these issues, and to the managerial implications. syllabus may include truth in advertising, corporate social responsibility, affirmative action, government regulation of business, quality of work-life, environmental and resource issues, and ethical codes of conduct. Students who take PHIL 26 may not take this course for credit. (4 units)
6H: Business Ethics
Honors section. A normative inquiry into the ethical issues that arise in business and how they should be managed. Attention is given to current moral issues in business, to ethical theories and their implications for these issues, and to the managerial implications. syllabus may include truth in advertising, corporate social responsibility, affirmative action, government regulation of business, quality of work-life, environmental and resource issues, and ethical codes of conduct. Students who take PHIL 26 may not take this course for credit. Prerequisite: Enrollment restricted to students in the University Honors or Leavey Scholars programs. (4 units)
40: Foundational Knowledge of Managing for Sustainability
This course examines the foundational knowledge required of individuals who seek to effectively manage organizations that meet the triple bottom line: social, economic, and environmental sustainability. Students will learn the concepts critical for understanding sustainability from biological, economic, and social perspectives. Students will learn how to justify the pursuit of sustainable business practices, illustrate the role of businesses in building a just and equitable future, and demonstrate how systems thinking helps to illustrate the interdependent nature of our world. (2 units)
80: Global and Cultural Environment of Business
An examination of the basic conceptual vocabulary and theories regarding the economic, political, and social influences on international business today. syllabus may include international trade, financial systems, political institutions, cultural factors, corporate structure, and market entry. Students who take this class may not receive credit for MGMT 80L taken in the Santa Clara London Program, or any equivalent course taken in a study abroad program. Prerequisites: BUSN 70 or 170, and ECON 3. (4 units)
162: Strategic Analysis- The Business Capstone
Focuses on the processes by which managers position their businesses or assets to maximize long-term profits in the face of uncertainty, rapid change, and competition. Covers various frameworks for analyzing an industry’s structure and a firm’s competitive position, and for developing a coherent, viable, and defensible firm strategy. Requires students to integrate and extend the knowledge and skills that they have developed throughout their coursework (i.e., marketing, finance, economics, organizational behavior, ethics, information systems, statistical analysis, operations management, accounting, etc.) into a “total” business perspective. Prerequisites: ECON 41 and 42 or OMIS 41; FNCE 121 or 121S; MGMT 80, 160, or 160S; MKTG 181 or 181S; and senior standing. (5 units)
162S: Strategic Analysis- The Business Capstone
Focuses on the processes by which managers position their businesses or assets to maximize long-term profits in the face of uncertainty, rapid change, and competition. Covers various frameworks for analyzing an industry’s structure and a firm’s competitive position and for developing a coherent, viable, and defensible firm strategy. Requires students to integrate and extend the knowledge and skills that they have developed throughout their coursework (i.e., marketing, finance, economics, organizational behavior, ethics, information systems, statistical analysis, operations management, accounting, etc.) into a “total” business perspective. Enrollment restricted to students in the Leavey Scholars Program. Prerequisites: ECON 41 and 42 or OMIS 41; FNCE 121 or 121S; MGMT 80, 160, or 160S; MKTG 181 or 181S; senior standing; and a minimum 3.5 cumulative GPA. (5 units)
164: Introduction to Entrepreneurship
The course looks at the practice of business innovation and entrepreneurship with an emphasis on how entrepreneurs identify opportunities, evaluate resources, build organizations, and understand the phenomena of entrepreneurship. MGMT 164 is an introductory course intended to provide a foundation regarding the role of entrepreneurship, discussing ideas about entrepreneurship, and entrepreneurs in society and the economy. Prerequisites: ACTG 11 and MKTG 181. (5 units)
165: Building a Business
MGMT 165 integrates many of the concepts, tools and practices of entrepreneurship. This course is a systematic and practical study of business creation and evaluation for new ventures and entrepreneurial projects. Students will learn to assess and shape venture ideas, convert these ideas into viable businesses, and present these businesses to external stakeholders. syllabus include new venture execution plans, alternatives and trade-offs in financing, feasibility, resource acquisition, venture growth and harvesting. The course includes discussion of cases, lectures, and presentations by guest lecturers who have played a role in starting new enterprises. The course builds on foundation concepts from the Introductory Entrepreneurship course. It is designed for students seriously considering launching a new venture in a variety of contexts, and for students planning to work in an early stage venture. Prerequisite: MGMT 164. (5 units)
172: Social Entrepreneurship
This course focuses on emerging models of enterprise at the interface of the public, private, and nonprofit sectors. It examines theories of change and the dynamics of social innovation and develops both conceptual and practical tools for creating high performance organizations that are capable of addressing seemingly intractable problems in a financially sustainable manner. Analysis of exemplary social business ventures, including alumni cases from the Global Social Benefit Incubator, will illustrate how the discipline of business planning can contribute the development of social ventures that are economically viable at scale. Students will apply this knowledge to the writing and analysis of a case on an genuine social business. Prerequisite: Students must have completed 87.5 units. (5 units)
173: Resources, Food, and the Environment
Exploration of relationship among food production, resource use, and the environment. syllabus include biotechnology, the green revolution, resource depletion, environmental degradation, and food safety. Also listed as ECON 101. (5 units)
175: Flourishing at Work
We spend a large portion of our waking lives at work. It follows that what goes on in the workplace has the potential to significantly impact our ability to flourish – to be in an optimal state of mental and social well-being. Throughout this interactive course, we will explore a variety of Positive Organizational Scholarship syllabus from the fields of Organizational Behavior and Psychology that contribute to flourishing individuals, relationships, and systems. The first half of the course focuses on how to promote flourishing at the individual level, including syllabus such as mindsets, values, identity, authenticity, and meaning at work. The second half of the course will focus on how to promote flourishing interpersonal relationships and systems, including syllabus such as creating high-quality connections, psychological safety in teams, positive interpersonal emotions, networks, culture, and change. Prerequisite: MGMT 160 or 160S. (5 units)
176: Sustainable Food Systems
In this course, you will study the existing food system, issues of food access, justice, and sovereignty as well as opportunities to use technology and innovation to create a more just and sustainable food system. We will examine how food policy and lobbying affect food production and consumption and the role of food policy in food insecurity, health risks tied to food, and climate change. The first third of the class focuses on agricultural production, food policy, and issues of access and affordability. The second third analyzes the role of food production in climate change, supply chains, and opportunities for creating more sustainable, traceable, and transparent supply chains. In the final third of the course, we will discuss opportunities for disruptive innovation in the agricultural technology and food technology fields as an agent of change.
178: Business and Human Rights
More and more companies are adopting human rights policies, conducting human rights due diligence, reporting on their human rights performance, and employing teams of human rights experts. Through interactive exercises, debates, case studies, and role-play, this course will provide you with the knowledge, skills, and tools to identify and address a company’s human rights risks and leverage the power of business to advance human rights around the world. (5 units) Prerequisite: Students must have completed 60 units.
179: Risk Management
A comprehensive examination of corporate risk, including history, current practices, and the impact of risk appetites on culture (and vice versa). Coverage of risk classification, organizational risk structures, and enterprise risk management. Students will engage in the identification, prioritization, mitigation, and reporting of risks, via a hypothetical company with an analysis of genuine risks impacting our global corporate landscape. Students will gain familiarity with heat maps and other planning tools, as well as engage in drafting business continuity and disaster recovery plans. Overview of professional risk roles and responsibilities, as well as skills required to obtain these compelling jobs. Focus on understanding risk management roles and honing relevant skills. Prerequisite: MGMT80, MGMT 6 and ECON 3(5 units)
180: Negotiation Skills in Business
We negotiate every day, at work, and in our personal lives. The overall goal of this course is to create a learning community where we can all Boost our understanding of both the art and the science of negotiation. By learning about the research-based theories of negotiation, students will gain analytic skills in understanding negotiation principles. In preparing for the role plays assigned, students will practice selecting appropriate negotiation strategies for different contexts. By practicing negotiation in a number of different behavioral simulations, and reflecting critically on simulation outcomes, students will gain practical skills in influencing others to secure productive agreements through negotiation. Prerequisite: MGMT 160, may be taken concurrently with instructor permission. (5 units)
181: Conscientious Capitalism
The foundation of Conscientious Capitalism is: “To lead others, I will first learn to lead myself.” This course is designed to inspire and teach students about the role of Purpose, Virtue, Intentionality, Tenacity, and Accountability in their leadership journey. The course uses three distinct but related activities to achieve this goal. Nationally renowned business, military, and civic leaders share the experiences and challenges that shaped them, their careers, and major decisions. The goal of having iconic leaders share with honesty and vulnerability is to inspire students to do the same in this course and their lives. Harvard Business School cases give students the opportunity to learn from the most critical business and policy decisions of our times. Putting students in the role of decision-maker challenges them to understand the complexity of decision making and leadership, and begins to train them for their careers post SCU. Leadership Development Teams (LDTs) are small mentored groups. The goal is for students to explore and share their authentic selves and develop the courage to live as their authentic selves in their careers and lives. Note: Evidence of a student’s ambition to make an impact in his or her own life is having the hunger and maturity to pursue the journey of self-awareness, authenticity, and courageous action. (5 units)
198: Internship/Practicum
Opportunity for selected upper-division students to work in local organizations. Prerequisites: MGMT 160 or 160S, and two courses from the following list: MGMT 166, 169, 170, 171, 172, 173, 174, 175, 177. Students must have completed 60 units and have the approval of the undergraduate committee one week prior to registration. (1–5 units)
198E: Entrepreneurship Internship
This course brings together your academic studies with real-world start-up experience. As such, the class is comprised of two parts: an on-site internship, and an academic segment. The internship must be at least 10 hours per week, 80 for the quarter, starting by the first week of class. During the internship, you will help a Silicon Valley entrepreneurship develop and build a new venture. Here, you will observe a new venture during its formative years. The academic component entails the application of your business studies to a genuine new firm setting. You will examine and analyze your internship experiences with your academic learning. The ultimate product of this class is an in-depth case study of the firm and its founders. Prerequisites: MGMT 164 and must have a declared entrepreneurship minor. MGMT 165 may be taken concurrently. (5 units)
