*Not all electives are offered every semester. The list may shrink or grow as time progresses. Some courses have pre-requisites, so please check Oscar before you register.

Browse Fall 2009 MGT Electives by Certificate Area:

Accounting                                  Marketing
Finance                                      Operations Management
Information Technology               Other/Non-Dept. Specific

ACCOUNTING

MGT 4010 - Business Taxation
The central objective of this course is to give you an overview of the federal income tax system as it relates to business activities. This course examines the basics of income taxation as it relates to multiple entities. This course will provide the necessary tax background for a variety of accounting, financial, and managerial careers. The course will also help you prepare for several qualifying examinations in accounting and finance such as: Certified Public Accountant (CPA), Certified Management Accountant (CMA), and Chartered Financial Analyst (CFA). The course will take a tax analysis and planning approach. The basic concepts of federal income taxation will be covered through lecture and problem solving.

MGT 4026- Financial Reporting & Analysis I
This course is the first part of a two-course sequence in Financial Reporting and Analysis. Each of the two courses is based upon the assumption that students have a solid foundation in financial accounting. This background is typically developed in the introductory course in accounting (Accounting 2101 or MGT 6000) or its equivalent at some other institution. The two courses, MGT 4026/6020 and MGT 4027/6022, are distinguished primarily by a focus on a different set of topics. MGT 4026/6020 opens with a review of the foundations of financial reporting. Following this review, the topical coverage includes (generally in the order listed, but some adjustments may be made when it seems appropriate):

1. Objectives of financial reporting and accounting theory
2. Balance sheet
3. Structure of the income statement
4. Statement of cash flows
5. Accounting changes & errors
6. Revenue recognition
7. Time value of money and present value measurements in accounting
8. Cash and accounts receivable
9. Inventory reporting and analysis
10. Selected issues related to reporting & analysis of fixed assets
11. Selected issues related to reporting & analysis of liabilities
12. Selected issues related to shareholders’ equity 13. Earnings per share

MGT 4027- Financial Reporting & Analysis II
This course is a continuation of MGT 4026, Financial Reporting and Analysis I. The topical coverage of MGT 4027 includes financial reporting and issues of financial analysis associated with: the statement of cash flows (more advanced that the 4026 coverage), income taxes (more advanced than that in 4026), leases, pensions, and investments.

A distinctive feature of this course, as well as MGT 4026, is the joint attention given to (1) developing the ability to apply generally accepted accounting principles (GAAP) in the topical areas identified as well as (2) drawing out the implications of the financial reporting for financial analysis. The subjects of financial reporting and analysis are treated on an integrated basis. The broad framework of financial quality is employed to draw out some of the financial-analytical implications of various financial reporting topics. The implications of financial reporting for a range of financial ratios are also considered. While an equity-investor orientation is common for intermediate / advanced financial courses, this course employs a more creditor / lender perspective. This has the benefit of broadening the scope of the analysis for most students as well as drawing on the comparative strengths and experience of your instructor.

MGT 4028 - Financial Reporting and Analysis of Technology Firms
Financial Reporting and Analysis of Technology Firms focuses on financial reporting and analysis issues facing firms from a broad range of industries whose common bond is research and development of new technology, including the application of technology to new or enhanced products and services.

The course is presented in three interrelated parts; each part seeks to fulfill one of three overall course objectives.

Part 1 clarifies the accounting and reporting standards that are particularly troublesome for technology firms. Standards that guide the reporting of activities of technology firms are sometimes arbitrary and are often misunderstood.

Part 2 is devoted to cash flow analysis.

In Part 3 attention turns to identifies financial warnings, available in the financial statements and notes that can be useful in anticipating future declines in corporate earnings and cash flow.

MGT 4041 - Auditing and Financial Control Systems
The course is designed to provide the student with insight about auditing: what it is, why it’s important, what it entails, and why users of financial statements should care about it. The course is designed for students interested in various aspects of accounting and finance. Topics covered in the course include the demand for assurance services, management fraud, the legal liability of public accounting firms, an overview of the audit process, and ethical issues facing CPAs.

MGT 4045 - Seminar in Advanced Accounting Topics
The objective of the course is to offer students the opportunity to be exposed to areas of accounting that go beyond the basic common body of knowledge in accounting. In addition, many topics we cover will be “leading edge” approaches that have not been fully implemented in business yet.

FINANCE         ^back to top

MGT 3076 - Investments
The course is divided into three sections. The first begins with an overview of the institutional setting, including an introduction to the process of investment planning for both short- and long-term needs; a description of the essential characteristics of various investment vehicles; the organization and operation of the securities markets; a critical survey of the more important sources of investment information (with emphasis on those available in the Georgia Tech Library as well as on the Internet); an examination of the concepts of return and risk, the ways in which they can be measured, and their significance in terms of investor objectives; and closes with an introduction to the principles of optimal portfolio formation and administration.

The second section is devoted in its entirety to an analysis of the major types of securities available to investors. It begins with an examination of common stock, moves to a consideration of fixed return securities, and concludes with a look at preferred stock and convertible securities. The principal emphasis throughout is on fundamental security analysis with its stress on principles and techniques of security valuation; however the student is also introduced to the nature and essentials of technical security analysis. The concept of efficient markets is also examined in this section.

Three specialized topics are included in the final section of the course. They consist of a study of techniques designed to monitor the performance of a portfolio, an examination of mutual funds and the role they can play in an investment program, and finally an introduction to options, including rights, warrants, puts and calls. This later topic is intended to serve as an introduction to the elective course in Derivative Securities (MGT 3084) which those students particularly interested in this subject may choose to take.

MGT 3079 - Management of Financial Institutions
An introduction of financial markets and institutions is intended as an introductory course in financial markets and institutions aimed at both the undergraduate and MBA levels.

The course will consist of a blend of cases, required text material, and general class discussions focusing on the role and operation of financial institutions and markets in the national and international economies to include investments banks and securities firms, commercial banks, finance companies, mutual funds, insurance companies, asset and money management firms, hedge funds, private banks, private equity firms and other financial institutions.

The course offers the opportunity to develop a better understanding of the Federal Reserve System; equity and fixed income capital markets; the Money Management Industry; asset allocation concepts & models; and investment strategies designed to take advantage of market efficiency.

Method of instruction is a combination of the case method which insists on a highly interactive environment of classroom participation; a heavy emphasis on current financial news incorporating timely market news into the classroom; and a series of guest speakers / lecturers representing star practitioners & resident experts in their respective fields. Through these guest lecturers, this course offers an opportunity to delve into all aspects of the capital markets and receive a “Learn-at-the-Knee of the Master" understanding of how these markets operate.

MGT 4066 - Corporate Restructuring
This interdisciplinary course examines the finance, economics, law, and business strategies that underlie major corporate restructuring transactions. These transactions include: mergers, acquisitions, tender offers, leveraged buyouts, divestitures, spin-offs, equity carve-outs, liquidations and reorganizations. The course seeks to give students an understanding of the economic underpinnings of corporate acquisitions, addressing such issues as the sources of acquisition value and managerial incentives to engage in or resist acquisition. Cases will be used to integrate theoretical ideas and their practical applications. The students will learn to use some databases to carry out valuation analysis.

MGT 4070 - International Finance
This course extends the principles of finance to an international setting. International finance differs from purely domestic finance in at least two important ways. First, firms and individuals operating in an integrated world economy face the risk of fluctuating exchange rates. Second, international capital markets are highly imperfect, reflecting various barriers to cross-border capital flows, such as excessive transaction costs, information asymmetry, and legal/institutional regulations of foreign exchange and capital markets. Throughout the course emphasis is on how to deal with exchange risk and market imperfections using various instruments and techniques available while maximizing the benefits from the expanded global opportunity set. Major topics of the course include foreign exchange markets (spot, forward and options), determination and forecasting of the exchange rates, foreign exchange risk management, international portfolio investments, international asset pricing, corporate governance around the world, cross-border M&A, and the basic arbitrage equilibrium conditions holding in international financial markets.

INFORMATION TECHNOLOGY MANAGEMENT       ^back to top

MGT 3743 - TSA Emerging Technologies (Previously taught as MGT 4803. No credit allowed for both MGT 3743 and MGT 4803 - Analysis of Emerging Technologies). Emerging technologies have significant implications for us individually, but they also have profound consequences for firms, markets, governmental policy, and society in general. Whether you are an inventor who is developing a new technology, a manager who is considering using an emerging technology within your organization, an analyst who wants to predict the impact of an emerging technology on an industry, or a policy-maker charged with helping society benefit from emerging technologies, knowing how to analyze emerging technologies is critical.

This course will help you develop the skills to identify and analyze emerging technologies and their impact on firms, markets, policy, and society. Special emphasis will be given to the information collected and transmitted by new technologies and the opportunities and challenges associated with this information. After this course, students should be able to:
• Analyze how emerging technologies will affect individuals, firms, markets, policy, and society in the future.
• Predict which emerging technologies will be successful and why.
• Describe the system in which technologies emerge, including catalysts and inhibitors.
• Analyze the impacts of emerging technologies on different stakeholders, including individuals, businesses, government, and the environment.
• Evaluate the opportunities and challenges associated with the information produced by emerging technologies.

MGT 4056 - Electronic Commerce
This course is designed to provide students a fundamental understanding of the impact of Internet technology, the World Wide Web, and developing technologies (e.g. wireless, media convergence) on business strategies, business models, and business competitive capabilities. Whether you’re a manager in a large, established global enterprise or an entrepreneur in the early stages of a business start-up, e-Commerce possibilities and competitive threats now often shape the business agenda. Despite the downturn in Internet company equity valuations and the failure of many dot coms, it is clear that how a firm’s leadership reacts to new technology driven opportunities, the changing values and characteristics of technology “empowered” consumers and business buyers, and rival strategies and competitive actions, will largely determine the future winners in an increasing wired “e-Economy”.

The course will generally take the perspective of applying Internet technologies to solving business problems typically within the context of larger commercial organizations; considering both the business-to-business and business-to-consumer market spaces.

MGT 4057 - Business Process Analysis and Design
This is a course on business processes and the underlying software infrastructure that supports them. Although the concept of business processes is deceptively simple, the complexity lies in the details and the myriad of different ways in which companies structure these processes. In a modern organization, business processes are supported by a complex software infrastructure (partly procured and partly developed in-house) that interlinks, automates and increases their efficiency. The emphasis of this course is on this software infrastructure and its relationships to business processes and organizational structure, and how firms can manage these relationships most effectively.

While technology is the facilitator of business process and organizational change, our focus will not be on specific technologies or programming per se. Rather, our focus will be on the effective management of these technologies to help firms achieve competitive advantage. In particular, we will view information technology (IT) as a general purpose technology (GPT), and to make most effective use of this GPT managers must make complementary investments in process, organization, and employee training. Through better management of IT and its organizational complements, a firm can create IT capabilities that give it an advantage over competitors.

One component of this course is the use of an ERP simulation game. There are three primary objectives to the use of the game: (1) to understand how to use the transactional data in ERP systems to make better business decisions; (2) to develop a hands-on understanding of the concepts underlying enterprise systems; and (3) to experience the benefits of enterprise integration firsthand. You will be placed in a situation in which you must run a business using an actual ERP system (SAP R/3). Teams of five students will operate a firm and must interact with supplier and customer teams by sending and receiving orders, delivering products, and completing the whole cash-to-cash cycle. Using standard reports, groups must analyze the transactional data from ERP systems to make business decisions and ensure the profitability of their operations.

MGT 4058 - Database Management
This is an introductory course on database technology. The purpose of this course is to introduce database technology and provide hands-on experience in designing and developing databases to meet organizational goals through instruction in database management and design. The scope of instruction will include database concepts, data modeling, relational database development, SQL, the application of popular database systems software, and some additional topics on more advanced database technology and applications.

MARKETING       ^back to top

MGT 3310 - Marketing Research
This course covers the fundamentals of the qualitative and quantitative aspects of marketing research. The course has an applied orientation with application to contemporary issues in marketing. Upon completion of the course students should be familiar with the following market research concepts:

• Definition of marketing research
• Career opportunities in marketing research
• Understanding a research problem
• Steps involved in the research process
• Secondary research
• Primary research
• Qualitative research
• Quantitative research
• Sampling plans
• Questionnaire development
• Measurement scales
• Basic data analysis techniques
• Research reporting

MGT 4303 - Personal Selling and Sales Management
The relationship between companies and their customers has changed profoundly in recent years. Customers no longer look to their suppliers as just sources of products and services; increasingly, they demand that their suppliers add significant value to their business. And consistent with this search for value, they seek tighter, more strategic relationships with their suppliers. This has produced a major shift in the role of the salesperson, a shift from transactional selling, with an emphasis on "getting the sale," to one of relationship selling, where the emphasis is on building and nurturing long-term value-based relationships.

Management 4303 is intended to provide students with a basic understanding of the tools and techniques that make for successful relationship selling. Among the core topics covered are: understanding buyer behavior; prospecting for potential customers; planning the sales call; communicating the sales message; recruiting, selecting, and motivating salespeople; evaluating salesperson performance. However, rather than covering these topics in a lecture format, as undergraduate courses often do, there will be a special emphasis in this course on "learning by doing," with a major portion of classroom time devoted to:

• Role plays covering various elements of the relationship selling and sales management process formal presentations, in which presenters will develop and deliver sales presentations to fellow students, who play the role of corporate buyers
• Mini cases and lecturettes, in which students will engage typical issues and problems facing sales professionals

MGT 4304 - Strategic Brand Management
Strategic Brand Management is an advanced elective that addresses important brand decisions faced by an organization. The basic objectives of the course are 1) to increase the understanding of the important issues in planning and evaluating brand strategies; 2) to provide the appropriate theories, models and tools to make better branding decisions; and 3) to provide a forum for students to apply these principles. Particular emphasis is placed on understanding psychological principles at the customer level that will improve managerial decision-making regarding brands. At the end of the course, students should understand the importance of brands, and be knowledgeable about and able to apply instruments to create, monitor and manage brands.

MGT 4335 - International Marketing
The objectives of this course are: (1) to introduce the student to an understanding of the environmental factors affecting international marketing and the similarities and differences versus domestic marketing; (2) to provide the knowledge and skills needed for the administration of the international marketing function, and (3) to introduce and evaluate the impact of recent environmental changes on international business and marketing.

MGT 4803 TSM - Advertising and Promotions
This introductory course examines the role of advertising and promotion as an integral component of the marketing mix, and relates it to other components of the marketing task and overall strategic marketing. The dynamic nature of advertising and promotion as a communication tool is introduced. The student will examine and apply: (1) major marketing communications functions such as (but not limited to) advertising, direct marketing, the Internet, interactive media, sales promotion; (2) how to research and evaluate a firm’s marketing and promotional situation; (3) how to use these various options in developing effective communication strategies and programs. (4) the implications of current trends. The student should develop an understanding of the tools of, and rational behind, advertising and promotion, in order to utilize them as an integrative communication tool in the realm of marketing and business (using cases, exercises and conceptual applications).

MGT 4803 TSC - Services Marketing
The marketing of services is different from the marketing of tangible goods in many important ways. The differences spring from the basic differences between services and tangible goods. With services, unlike tangible goods:

• Customers do not usually obtain ownership of the services that they purchase
• Service products cannot be inventoried and are therefore highly perishable
• Customers are often involved in the production process of services
• The quality of the service product is closely associated with the person performing the service
• There is often great variability in the nature and quality of the service each time the service is performed.

This course will explore how many of the traditional marketing models (e.g. the 4 Ps) can be adapted to the marketing of services. It will also introduce entirely new concepts and frameworks specifically applicable to services and services marketing. Some examples:

• Identifying and measuring customer expectations and perceptions
• Measuring service quality
• Service blueprinting
• Increasing customer satisfaction
• Bringing the customer into the production process
• Recovering from poor quality service
• Integrating operations and human resources into the marketing of services

MGT 4803 TSG - Marketing Analysis
This course aims to develop students’ skills in understanding a critical element of today’s marketplace: customer data. Students learn how market data is collected as well as translating raw data into relevant market information to address such marketing issues as segmentation, targeting and positioning. This course will introduce techniques and methods associated with market research data and analysis. It will provide students with the analytical skills to develop specific operational plans – a skill in high demand today. Specifically, the course objectives are to:

• Provide an understanding of the role of market research and how to analyze market data for decision making;
• Develop basic statistical analysis skills using the SPSS statistical software package;
• Boost your analytical skills.

OPERATIONS MANAGEMENT        ^back to top

MGT 3510 - Management of Technology
This course focuses on analysis of the challenges associated with managing a firm's resources (technology, work force, materials, information, knowledge) for long-term competitive advantage. Particular emphasis is placed on planning under conditions including rapid technological innovation (in products and processes), international competition, and changing markets. Specific topics include positioning strategies, innovation and diffusion, technology strategy, technology transfer, performance measurement, technology justification, and implementation of new technology. Students are typically exposed to cases in actual manufacturing and service industry domains, readings from publications such as the Harvard Business Review (deals with management practice), and leading research in academic journals such as Administrative Science Quarterly, Management Science, and Production and Operations Management.

MGT 4352 - Operations Resource Planning
Operations planning and control is about satisfying the customer demands with the best products and services a company can provide. It involves planning, executing, monitoring, and controlling of materials, production, and delivery of products and services. To understand these activities, we will include two main subjects in this course. First, we will focus on the concepts, issues, and techniques of manufacturing planning and control (MPC). We will look into the management of material flows within a company or an enterprise and will introduce you to several of the major concepts in this area, and to familiarize you with the role of information systems in integrating these concepts together to create an integrated manufacturing management system. In particular, we will

• Develop an understanding of the fundamental issues and decisions in MPC including demand management, production planning, inventory management, material requirements planning and capacity planning.
• Study the specific MPC techniques including material requirements planning (MRP), just in time (JIT), theory of constraints (TOC), and constant work-in-process (CONWIP).
• Examine recent advances such as enterprise resource planning (e.g., SAP R/3) and supply chain planning systems.

The second part of this course includes the concepts, issues, and techniques of monitoring, evaluating, and controlling the production processes. We will introduce the useful statistical techniques for quality control and organizational implementation such as Six Sigma for quality assurance. The objectives of this section include to:

• Develop an understanding of the fundamental techniques in quality control.
• Examine the various issues and situations in achieving the quality goal.
• Outline the strategies and requirements of implementing Six Sigma for quality assurance.
• Examine the concept of off-line quality control in robust design.

MGT 4366 - Service Operations Management
The tertiary sector or the “services sector” contributes about 70% of the gross domestic product of the US economy. This sector also provides employment to 80% of the working population. This course in “Service Operations Management” examines the firms in the services sector. Differentiating a service from a product on dimensions, such as, intangibility, perishability, involvement and participation of the customer in the production or delivery of service, this course focuses on the structural and infrastructural aspects of managing service operations. Specifically, we will consider services delivery, service encounter, service quality and management of capacity and demand. Using a blend of cases, selected book chapters and articles from business press and academic research, this course will explore these aspects in diverse service industries such as financial services, hospitality, retail and healthcare.

MGT 4803 - TSF Supply Chain Modeling
The primary challenge for any firm, from an operations perspective, is to match supply and demand in the most cost effective way. Over the past decades, matching supply and demand has become increasingly challenging because today’s competitive marketplace may require firms to rely on other firms for inputs in the final products, therefore limiting the firm’s ability to streamline its operations. The main focus of Supply Chain Management is to overcome these limitations. In other words, Supply Chain Management is concerned with the design and management of value added processes that take place across organizational boundaries with the goal of matching supply and demand in the most cost effective way.

The objective of the course is to provide students with tools/means for matching supply and demand in the most cost effective way. A mixture of lectures, case discussions and games will be used to provide a better understanding of supply chain issues.

OTHER MGT ELECTIVES (NON-DEPARTMENT SPECIFIC)       ^back to top

MGT 4191 - Entrepreneurship Forum (Previously taught as MGT 4803 No credit allowed for both MGT 4191 and MGT 4803 – Entrepreneurship Forum).
Entrepreneurship Forum is an entry-level course in entrepreneurship and provides a broad overview of entrepreneurship and the role of the entrepreneur in creating economic and social value. In this course entrepreneurship is taught as a process that typically begins with an idea or vision for creating value (usually the “easy” part”), followed by the accumulation of resources aligned to meeting a specific customer need or set of customer needs (usually the “hard” part). In this context markets can be comprised of individual consumers, other business enterprises, and/or government/quasi government entities. Also the ventures created may be wealth focused for profit entities, socially focused not-for-profit entities, or hybrids of these two extremes. Entrepreneurship is driven by the entrepreneurs themselves who are often passionate, focused, innovative individuals who take significant personal and business risks in return for the psychological rewards of making an impact in markets and communities as well as the monetary rewards derived from owning, launching and managing a business venture.

In this course we study entrepreneurship in three different settings: the creation of new commercial ventures (start-ups driven principally by an economic mission); the creation of new non-profit ventures (start-ups driven principally by a social mission); and the creation of new products/markets by larger existing organizations (typically referred to as entrepreneurship or corporate entrepreneurship). The focus across all three settings will be the value creation process. Rather than drive down into the minutiae of entrepreneurship, entrepreneurial strategy, and execution, this courses deals with the larger issues of need recognition and idea generation; the role of entrepreneurs in driving new innovations into markets and societies; the assessment/determination of the viability of new venture opportunities; early stage new venture planning; the importance of entrepreneurship in helping solve social problems; and unique issues that constrain innovation and value creation in existing business entities. Central to the course is the opportunity for students to meet, listen to, and interact with entrepreneurs, intrapreneurs and business leaders in both the for profit and non-profit sectors and to be exposed to real life “lessons learned” from individuals with credibility and thought-provoking life experiences.

MGT 4192 - Impact Forum (Previously taught as MGT 4803 No credit allowed for both MGT 4192 and MGT 4803 – Impact Forum).
Each individual has a unique capacity to contribute their expertise, talents, insights and experience to create a significant impact in their lives and in the lives of others. The objective of this course is to:

• Investigate, discuss, and develop key competencies for creating personal “Impact” (internal). Examples of competencies include:
   o Awareness – range of perspectives, points of view, and possibilities;
   o Critical-thinking – ability to investigate and assess situations, opinions and actions;
   o Emotional Intelligence – ability to manage ourselves and our relationships;
   o Communication – writing, speaking, listening;
   o Curiosity and compassion – ability to seek out and understand the complexity of diversity.
• Explore the concept of “Impact” – across a range of environments (external).
• Develop a personal “Impact Statement”

MGT 4193 - Servant Leadership, Values and Systems (Previously taught as MGT 4803 No credit allowed for both MGT 4193 and MGT 4803 – Presence, Values and Systems).
The course has been designed to enhance students’ awareness of their values and the ways in which those values are reflected in their decisions and actions. We will explore the gap and tension between stated individual and organizational values and those that drive behavior. Students will gain a better understanding of the systems in which they operate, and learn how to identify points of leverage to affect change. Contemporary concepts of integrating values and system-level thinking will be studied, providing the student with knowledge that may influence their leadership philosophy, style and strategy.

This course seeks to expand students’ abilities to:
• Understand the concept of servant leadership as articulated by Robert Greenleaf
• Identify their personal values
• Explore how to reflect those values in their actions and behaviors
• Recognize the gap and tension between stated values and actions
• Understand the implications of current actions and decisions on future abilities to exercise influence
• Think systemically
• Understand selected concepts and models of integrating values, systems thinking and servant leadership
• Work with others to create effective learning environments
• Share insights, new knowledge and understanding with others in the class
• Develop a personal philosophy for achieving selected life goals and building meaningful relationships

MGT 4670 - Entrepreneurship
This course provides an introduction to the process of establishing a technology-based new venture, and examines the entrepreneurial approach to business development and growth.

The learning experience is designed to expose students to the entrepreneurial process of new venture creation with a focus on technology entrepreneurship. Entrepreneurship is viewed in this course as long-term value creation. Accordingly, the course will focus on a study of the activities associated with the assessment, creation, development, and successful operation of high potential new and emerging ventures. Course participants, working in a small team environment, will have the opportunity to develop their new venture management skills through a combination of classroom exercises, case analysis, and existing business plan analysis; and through the development of a detailed opportunity analysis and venture business plan.

MGT 4803 TSA - Gender and Ethnicity in the United States and Global Organizations
The face of the global and domestic workplace has changed radically in recent decades. This change has provided great opportunity for growth, but it has also created new concerns for the individual and the organization as we learn to harness the power of this new workforce in the most productive ways. This course will examine how managers and employees become more effective leaders by understanding the role gender, race and ethnicity plays in the life of the organization.

Many of us want to believe that we are objective, however, research has shown us that gender, race, and ethnicity and even the clothes we wear are determinate factors in how we deal with each other in a business environment. In this course, we will examine these differences and attempt to understand the reasons behind the conflicts that arise within a diverse workforce.

When we speak of gender and ethnic issues, we usually discuss them in terms of the problems of the minority group. In this course we will also look at these issues in terms of the way the majority views itself and what effect this has on change within the organization. We will explore how a leader can use an understanding of these divergent styles to enhance both the individual’s and group’s effectiveness.

We will go behind the façade of difference into the subtle nuances of interpersonal relationships in an attempt to make each student a more powerful employee, manager or leader.

MGT 4803 - Social Entrepreneurship
Social Entrepreneurship is a concept that has gained momentum during the past few years. It is a process that applies innovative solutions to the world’s most pressing social problems. It has become an attractive alternative for students who wish to utilize their leadership and managerial skills to address the challenges of the world. According to Dees (2001) social entrepreneurship incorporates the following elements:

• A mission that seeks to create and sustain social value
• Designing processes for the organization to pursue opportunities to support that mission through innovation, adaptation, and learning
• Attracting the resources necessary to achieve the mission and sustain the organization while driving efficiency and leveraging existing resources to expand the scope of their service
• A clear focus on the needs of those being served

This course has been designed to:
• Introduce students to the concept of social entrepreneurship
• Expose students to trends for understanding shifts in the character of social entrepreneurship
• Expand student knowledge and understanding of how they may integrate social entrepreneurship into the professional and personal arenas of their lives.
• Differentiate between business and social entrepreneurship
• Identify various methods to engage in social entrepreneurship
• Understand the basic skills necessary to succeed as a social entrepreneur
• Understand the factors that contribute to value creation and systemic social impact
• Articulate the need and justification for social entrepreneurship as a vital ingredient of society

MGT 4803 - Legal Aspects of Real Estate
This course introduces students to legal considerations in real estate transactions and land use planning. Students will become familiar with the nature and scope of real estate and types of ownership and other interests therein. Students will study legal aspects of transactions for the sale, purchase and lease of real estate, including the retention of agents, the preparation of sales contracts and leases, the procurement of title insurance and financing and the conduct of closings. Additionally, students will become familiar with legal principles governing the regulation of real estate and land use planning, including the rights and duties of landowners and occupants and the impact of zoning and environmental laws. The emphases of the course will be on the recognition of legal problems and the discovery and application of appropriate principles of law that may assist in resolving these problems.

Students enrolled in MGT 4803 are required to have completed MGT 2106 or its equivalent with a passing grade. 

MGT 4803 - Social and Ethical Responsibilities of Business Organizations and Managers
In this course we will examine business ethics from several perspectives: (a) the “wide-angle” lens (e.g., What is the appropriate role of business in society? What are the ethical responsibilities of business organizations to their constituents?); (b) the organization design perspective (e.g., How do management practices, company culture, and formal systems like corporate ethics programs influence the likelihood that organizational members will behave ethically or unethically?); and (c) the “microscope” (What are the ethical responsibilities of individual business managers? How do/should managers make decisions when faced with ethical dilemmas?). Class participants will be expected to both understand and to be able to discuss the assumptions and merits of various viewpoints, and develop defensible perspectives of their own. The learning process will involve readings, in-class discussion (lectures, presentations, and informal discussion), as well as written assignments.

MGT 4811 - Career Development (Previously taught as MGT 4910. No credit allowed for both MGT 4811 & MGT 4910 Career Development Workshop).
This Career Development course is a one hour (for one credit) career development class for undergraduate Management students. The students will participate in a workshop-style class to learn the skills and strategies for identifying their preferred career path and conducting a successful job search. This course counts towards free elective credit for the Management degree and is only open to Management students.

The class will cover the following topics:
• Methods to identify and achieve your dream job
• Creating a resume that effectively represents your talents and interests
• Developing interview skills
• How to interact with company recruiters to successfully sell your talent
• Effective job search strategies and how to set yourself apart from your competitors
• Utilizing all the career tools and job opportunities available to GT students
• Negotiating a job offer
• Strategies to be successful in your new career