www.gsb.luc.edu/depts/management
Professors Emeriti: J. Barney, E. Jensen,
E.G. Johnson, M. Keeley, T. McMahon, C.S.V., J. Ward
Professors: R. Baumhart, J. Boatright, S.J.,
D. Petersen, A. Reilly
Associate Professors: J. Graham, D. Harris,
D. Massengill, J. Tata
Assistant Professor: A. Marcoux
OBJECTIVES
In management we strive to prepare students for
the task of directing employees toward the attainment of personal and organizational
goals. All students are given the opportunity to view the enterprise from
the viewpoint of general management. The human resource management major
emphasizes theory and techniques of selecting, training, organizing, motivating,
and evaluating people in work settings. Students explore various methods
and concepts from the behavioral sciences as they relate to business and
human resource administration.
MINOR
IN MANAGEMENT
The minor in management is an interdisciplinary
program to enhance leadership skills through a broad array of relevant
courses. It is available to students in any college or major. Management
minors choose six courses (18 credit hours) from the following: MGMT 301,
304, 305, 311, 313, 315, 317, 318, 320, 335, 350, 399; ISOM 332, 349, 350,
383, 393, 398; CMAN 368. Students must earn a "C" average in their minor
courses. New courses that satisfy requirements for the minor will be added
from time to time. Please contact the Management Department for the latest
list of applicable courses, an application, and for further information.
COURSES OF INSTRUCTION
301. Managing People and Organizations.
Prerequisite: junior standing.
A management-oriented introduction to behavioral
science theory and research related to problems of managing people in organizations.
Human resource techniques and programs, as well as general management concepts,
are considered. Covers macro and micro organizational theory as a framework
for analyzing methods of selection, training, motivation, compensation,
and collective bargaining.
304. Strategic Management.
Prerequisites: senior standing, 301; FINC 332,
MARK 301, ISOM 332.
Analysis of the responsibilities of general management
accomplished through critical examination of case studies. Systematic approach
to understanding the total situation, and to formulating and executing
a suitable strategy through planned policy and organization. Provides a
base for continuing growth in executive skills.
305. Global Business Strategy. (INTS 305)
Examines how managers develop global visions and
strategies; how managers synthesize traditional business functions like
finance, production, or marketing; and how managers adapt these functions
to international conditions to worldwide economic,
political, and market trends. Students sharpen strategic skills by analyzing
cases of firms moving into new markets and creating joint ventures. (Offered
in Rome.)
311. Labor-Management Relations.
Prerequisite: junior standing.
Investigation of problems in employer relations
with labor. Emphasizes management understanding of labor growth, legislation,
and organizing attempts. Examines relevant approaches to conflict resolution,
including the bargaining process, negotiation tactics, contract administration,
the grievance process, and related topics.
313. Compensation Management.
Prerequisites: junior standing, 301; ISOM 241.
Determination of wage and salary structures in
light of relevant aspects of the theory of labor economics. Analysis of
techniques and methods of job evaluation, wage incentive systems, and profit-sharing
plans. Problems created by technological change, the growth of fringe benefits,
legislative changes, and the labor market are emphasized.
315. International Management. (INTS 315)
Prerequisite: junior standing.
An analysis of the problems of managing in an
international marketplace. Consideration of cultural and regional variations,
political and economic influences, global market factors and other contingencies
with which managers of multinational enterprises must contend. The course
covers an array of managerial practices–from human
resource staffing, to motivating a multicultural workforce, to creating
strategic alliances for both large and small international firms. Case
studies are used to explore international dimensions of organizational
behavior (e.g., leadership, decision-making, problem-solving and conflict
resolution).
317. Human Resource Assessment and Selection.
Prerequisite: junior standing.
Introduction to the methods, measuring techniques,
and practices used in recruiting, selecting, and placing plant and office
employees, supervisors, sales and engineering personnel, as well as managers.
Principles and application of screening, interviewing, and testing. Special
topics associated with selection including reliability, validity, norm
development, and cultural influences on selection methods. Review of legal
constraints.
318. Organization Development and Change.
Prerequisite: junior standing.
Theories and practices of developing people and
the organization. Areas investigated are establishing employable skills
in culturally deprived and disadvantaged groups, building technical skills
to provide employees for talent scarce occupations, and developing effective
managerial skills. Survey and evaluation of coaching, counseling and training
techniques, as well as organizational development practices.
320. Team Management.
Prerequisite: junior standing.
Focuses on the concepts and skills essential for
effective organizational teams. Emphasis is placed on topics such as team
composition, roles and leadership, decision-making, team charters, conflict
management, and organizational influences on teams. Opportunity to assess
and develop skills by working in student teams and examining organizational
teams.
335. Micro-enterprise Consulting.
Undergraduate seniors and upper-level MBA students
are invited to serve, for course credit, on business consulting teams assisting
aspiring or struggling entrepreneurial clients from Chicago’s inner-city
neighborhoods. Research and analysis of a client’s business idea (or actual
situation) — including market research, basic operational requirements,
and financial analysis — will result in either a written feasibility study,
or a business plan that the client can use to seek financing to launch
a new business or to rescue a struggling concern.
350. Internship Program.
Prerequisite: junior standing.
Designed to provide controlled, on-the-job experience
with participating business, industrial and governmental organizations.
Can be taken for a maximum of 3 semester credit hours. Each semester of
enrollment requires a term project. This course does not count toward a
concentration in management. Pass/Fail credit only.
395. Independent Study in Management.
Prerequisite: junior standing.
Independent study is in-depth research or reading,
initiated by the student and jointly developed with a faculty member, into
a specialized area of Management not otherwise covered by department course
offerings. Variable credit. Will count toward major requirements. Permission
of Assistant Dean required.
399. Special Topics in Management.
Prerequisite: junior standing.
Special Topics are scheduled classes offered on
an ad hoc basis. Specific titles, prerequisites and content will vary.
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