Professors: J. E. Smith (Vice President), W. N. Bockanic; Associate Professor: E. Tomlinson; Assistant Professors: N. S. Hartman, S. Allen, Y. Gao; Visiting Assistant Professor: W. Mayer
The Department of Management, Marketing, and Logistics is dedicated to educating and serving its students, the University, and the community through quality teaching, significant research, interaction with Northeast Ohio executives, and meaningful involvement with the local business community. The objective of the management faculty is to develop the management and leadership skills necessary for achieving excellence in one’s chosen profession and those that are sought after by Fortune 500 companies.
Managers are responsible for the effective and efficient performance of modern organizations. In management, students study theories, interpersonal skills, and financial and technological techniques applicable to all organized activity—whether in business, government, education, or healthcare. Emphasis is placed on strategic thinking, project management, and the leadership capacity to implement decisions within 21st-century business. Management has been defined as the “process of achieving desired results through efficient utilization of human and material resources.”
Recent John Carroll management alumni have had a myriad of career paths available to them, for example, as management consultants, entrepreneurs, management/executive trainees, human-resource specialists, healthcare administrators, production/operations planners and supervisors, bank managers, and salespeople. With many available career options, management offers students the opportunity to tailor course work to specific careers. This flexibility distinguishes a management major from other majors.
As a major, management is especially appropriate for those who plan to become leaders or managers in any organization, from Fortune 500 companies to family businesses, or for those who aspire to develop and manage new enterprises. It is also an excellent foundation for those who desire to pursue graduate study in business administration, organizational behavior, production/operations management, management information systems, human resource management, industrial relations, or law. In fact, our management majors have gone on to some of the top-ranked graduate schools in the U.S.
In this increasingly “high tech/high touch” world, managers must be familiar with the latest developments in information technology and project management, as well as being competent in the management of people. Management majors are expected to be skilled in both areas.
Students may select a variety of elective courses by choosing the broadly defined Leadership and Management track, or they may choose a track in Human Resource Management or Entrepreneurial Studies.
Major in Management: A total of 63-66 credit hours as described below.
Business Core: 39-42 credit hours, including MN 461.
Major Courses: 24 credit hours. MN 352, MN 395, BI 383, and five elective courses as specified in one of the following tracks.
For a background in human resource management, required courses include: MN 463 and any four of the following: MN 353, MN 361, MN 370, MN 373, and MN 376. Those who wish to prepare for the Human Resource Certification Institute examinations are counseled to take MN 353, MN 370, MN 373, and MN 376.
For a background in entrepreneurial studies, required courses include MN 364, BI 371, and any three of the following: MN 361, MN 365, MN 366, MN 405, MN 463, MN 480, MK 308, or MK 470.
For a general background in leadership and management, required courses include MN 495 and any four of the following: MN 361, MN 364, MN 370, MN 373, MN 376, MN 405, MN 412, MN 463, BI 371, LG 440, MK 308, MK 402.
Professional Experience: Majors must have relevant professional work or volunteer experience prior to graduation. This requirement may be satisfied by completing CE credits or MN 412, as approved by the department.
151. LEADERSHIP SKILLS 1 cr. A broad and practical introduction to the world of business through the experiences of organizational leaders of major local organizations who are prominent in the regional, national, or global economy. Weekly presentations will follow with questions from the class that further educate students about the activities of the business world and deepen students’ thinking about their educational and career choices.
202. BUSINESS COMMUNICATIONS 3 cr. Prerequisites: one year of English composition with a 2.0 average or better; completion of BI 106 or BI 109 or a competency waiver for Communications Applications. Communication theory, business communication issues, word processing applications; training in research, writing, and oral aspects of business communication. Not open to business minors.
325. ORGANIZATIONAL BEHAVIOR AND MANAGEMENT 3 cr. Prerequisites: PS 101 and EC 205 or EC 208L, or MT 122 or MT 167 or MT 228. Introduction to organizational behavior and to the role of the manager. Basic concepts in the behavioral sciences, behavioral principles of management, and the application of this information to organizational life. Topics may include contributions of the classic theorists, management functions, motivation, leadership, attitudes, group dynamics, global management behavior, and organizational change.
352. HUMAN RESOURCE MANAGEMENT 3 cr. Prerequisite or corequisite: MN 325 or PS 359. Introduction to the theories and practices of corporate personnel management. Topics include planning, staffing, training and development, reward systems, labor relations, personnel law, and international human resource management.
353. LABOR RELATIONS 3 cr. Prerequisites or corequisite: MN 352 or PS 359; or permission of chair. Study of the relationship between the corporation, its labor force, and the government. Topics include labor history, law, and economics; institutional aspects of collective bargaining and contract administration; and theoretical and experiential perspectives on negotiation.
361. GLOBAL MANAGEMENT 3 cr. Prerequisites: AC 202 or 211, EC 201-202; prerequisite or corequisite: MN 325. Aspects of global management, with particular emphasis on the role of the multinational company (MNC), whether headquartered in the U.S. or another country. At the macrolevel, attention to the cultural, sociopolitical, and economic forces that influence international business operations. Overview of management functions, policies, and concerns of the individual MNC.
364. ENTREPRENEURSHIP 3 cr. Prerequisites: EC 201-202, AC 201; corequisite: AC 202 or AC 211; MN 325, or permission of chair. Study of entrepreneurship and the entrepreneurial process. Seeks to broaden basic understanding obtained in the functional areas as they apply to new venture creation and growth. Specifically, develops an understanding of entrepreneurship, the entrepreneurial process, and the integration of business functions as they apply to new venture creation and growth. Students will develop an understanding of the role of entrepreneurship and new venture creation in economic development, as well as the role and activities of an entrepreneur. Provides an opportunity to evaluate the student’s own entrepreneurial tendencies and future venture creations.
365. FAMILY BUSINESS MANAGEMENT 3 cr. Prerequisites: EC 201-202, AC 201; corequisite: AC 202 or 211; MN 325, or permission of chair. Explores the challenges and opportunities facing individuals and families involved in business relationships. Topics include family business culture, entrepreneurial influences, key issues and conflicts, career planning, succession and strategic planning, counseling and consulting, professional support relationships, and survival skills as a son or daughter in the family business. Parents or other significant family members are invited to audit this course with their son or daughter.
366. NEW VENTURE MANAGEMENT 3 cr. Prerequisites: EC 201-202, AC 201; prerequisite or corequisite: AC 202 or 211; MN 325, or permission of chair. Focuses on the functional skills and knowledge necessary in the early phases of developing a privately held business. Helps student develop an understanding and awareness of the way the critical areas of law, management, finance, accounting, and marketing need to be integrated and applied for successful small and medium enterprise management. Emphasizes differences between public and privately held businesses. The student will develop a full business plan in this course.
370. STAFFING 3 cr. Prerequisite or corequisite: MN 352 or PS 359, or permission of chair. Study of issues and practices related to corporate acquisition of human resources. Topics include human resource planning, job analysis, recruitment, selection strategies and practices. Emphasis on designing and analyzing practices that maximize utility and government regulation compliance.
373. TRAINING AND MANAGEMENT DEVELOPMENT 3 cr. Prerequisite or corequisite: MN 352 or PS 359, or permission of chair. Study of the issues and practices related to the development of skills and knowledge needed for job performance and improved productivity. Topics include identification of needs, approaches to learning, evaluation of training, onsite and offsite training techniques, theoretical concepts of management, techniques for managerial skill development, and evaluation.
376. COMPENSATION 3 cr. Prerequisite: MN 352 or PS 359, or permission of chair. Study of issues and practices related to corporate reward practices. Topics include job analysis, job evaluation, and performance appraisal theory and techniques, incentive and fringe benefit systems, and the legal issues related to compensation management.
395. LEADERSHIP SKILLS DEVELOPMENT 3 cr. Prerequisite or corequisite: MN 325. Skills developed in this experiential course reflect the planning, leadership, and control roles of leaders and managers. Among the skills developed are goal setting, delegation, personal productivity and motivation, planning, analysis, information overload reduction, critical thinking, subordinate development, team building, conflict management, managing change, and negotiation.
405. SEMINAR IN MANAGEMENT 3 cr. Prerequisites: MN 325 and/or as announced. Study of contemporary issues in management not covered in depth in other departmental courses. Specific topic, method of presentation, and student requirement will be designated by the seminar leader.
412. APPLIED MANAGEMENT PRACTICES 3 cr. Prerequisites: normally junior or senior standing, completion of MN 325 or equivalent, and a 2.5 GPA. Permission of chair required. Combines supervised and directed experiential learning in a position relevant to a major sequence of study with a seminar. Non-credit option is available by audit. No more than 3 credits may be applied toward completion of the major.
461. LEGAL ENVIRONMENT OF BUSINESS 3 cr. Prerequisite: senior standing. Study of the American legal environment within its social, political, economic, and ethical contexts. Topics include legal ethics, antitrust law, administrative law, labor law, product liability, the civil and criminal process, torts, business and the Constitution, sources of law (political and institutional), consumer law, and law in international business.
463. BUSINESS LAW I 3 cr. Prerequisite: senior standing. Focuses on the nature, purpose, and functions of law; special emphasis on its relation to business. Topics include the legal system, fundamentals of the law of contracts, agency, partnerships, corporations, wills, and investment securities.
464. BUSINESS LAW II 3 cr. Prerequisite: MN 463. Study of law within its social, political, economic, and ethical contexts. Topics include sales, commercial paper, secured transactions, bankruptcy, property, documents of title, employment law, product liability, antitrust law, and ethics.
480. SMALL AND MEDIUM BUSINESS ANALYSIS 3 cr. Prerequisites: FN 312, MK 301, BI 326; and MN 364 or MN 365 or MN 366. Students, as members of a consulting team, visit and analyze a Cleveland business and complete a total field analysis of the business. This provides the student with the opportunity to integrate the content of prior course work into a cohesive body of knowledge. Promotes understanding of both theoretical and applied concepts; in-depth analysis of integrative cases and actual business enterprises. Develops an appreciation of the free enterprise system, and how business interacts with other sub-systems within our economy. Familiarizes students with the importance of teamwork and the reality of trying to develop a cohesive group product from individual inputs.
495. LEADERSHIP PHILOSOPHY 3 cr. Prerequisites: MN 325, MN 352, and senior standing. Exploration of modern and classical management and leadership philosophies. Emphasis on student development of a personal management philosophy based on an in-depth analysis of both classical and contemporary writings in the field of management. Application of leadership philosophy to organizational change issues. Requires a major service project in which the student integrates learning from other management courses and demonstrates leadership.
498. INDEPENDENT STUDY 1-3 cr. Prerequisites: 3.0 average in Management, consent of chair and faculty member. Designed for the student who wants to undertake a research project supervised by a faculty member. Student selects an aspect of management, establishes goals, develops a plan of study, and seeks out a full-time faculty member of the department willing to act as an advisor. Plan of study must be approved by the chair and filed with the dean’s office. The department has established guidelines for such a study. Consult the chair for full details.
499. STRATEGIC MANAGEMENT 3 cr. Prerequisites: FN 312, MK 301, MN 325, and BI 326, and senior standing. Presentation of strategic management theory and practice. Strategic and operating problems are assessed and competitive solutions recommended. The course requires general management perspective, global business views, knowledge of functional business disciplines, computer-based analysis, and management presentations.