Management Courses

MG 6002. Directorship of Boards - For Non-Profit (1) The benefits, liabilities, and exectations for board of nonprofit organizations. The course will also provide informatin on corporate for nonprofit governance (including Sarbanes-Oxley Act of 2002) "outside" directors and the role of advisory board.

MG 6007. Directorship of Boards - For Profit (1) The benefits, liabilities, and expectations for board of profit corporations. The course will also provide informatin on corporate for nonprofit governance (including Sarbanes-Oxley Act of 2002) "outside" directors and the role of advisory board.

MG 6060. Introduction to Corporate Social Responsibility (1) Course illustrates the concept of social responsibility in terms of societal concerns and demands. The focus of the course is how the modern company integrates social responsiveness into its decision-making processes. The students are introduced to a template analyzing how accounting, financial, employee, marketing decisions impact the overall culture of the firm. Prerequisite: This course must be taken in the first nine hours of the MBA program.

MG 6100. Leadership and Organizational Behavior (3) Course increases students' awareness of organizational processes and practices, including leadership, management, motivation, morale, group dynamics, interpersonal communications, conflict, and group problem solving. The course provides conceptual insights and behavioral skills needed for successful leadership of continuous improvement in individual, team and organizational performance. The course also highlights unique ethical, technological, regulatory and practical considerations for leadership within a range of contemporary organizations.

MG 6101. Combined Organizational Behavior/Marketing Management (6) This course takes an integrative approach to the study of organizational behavior and marketing management. It examines the concepts of both fields to understand their impact on each other so that managers and especially leaders can design, articulate, implement, and evaluate successful strategies in a variety of business situations. The emphasis in the course is on a managerial focus and problem-centered leadership as opposed to a content and discipline-based procedure. Particular attention is given to ethical implications in the development of business strategies. (This course fulfills requirements for both MG 6100 and MK 6100.) Prerequisite: MK 3000 or equivalent.

MG 6200. Human Resource Management (3) Course focuses on the emerging role of the human resources function in enabling higher levels of organizational performance. Traditional HR functions such as recruitment, selection, training, performance management, employee relations, career development, succession planning, equal employment, benefits and compensation are covered. Students will also discuss organizational structures and explore state-of-the-art employee participation and organizational design trends. Prerequisite: MG 6100.

MG 6225. Law and Social Responsibility (3) Students enrolled in the Health Care Leadership program or focus only. Course explores basic business law and regulatory compliance, with a focus on key laws and regulations impacting health care. This course also introduces students to contracting and contracting law pertaining to real estate, IT vendor decisions, medical malpractice, property and casualty insurance, and managed care. Students examine how health care leaders integrate regulatory compliance and social responsibility into the formulation of organizational strategy.

MG 6260. Quality Improvement Processes for Management (3) Performance measurements and quality improvement have become integral to management. "Report cards" are widely available as tools for evaluating the care and service offered by companies and by individual employees. It is paramount that managers understand the meaning and importance of performance measures, as well as how to implement quality improvement programs to enhance service and outcomes. This topic area will help learners to define meaningful quality parameters; describe quality from the perspectives of customers, purchasers, regulators and other stakeholder; and apply basic tools and techniques of quality improvement.

MG 6300. Designing, Implementing, and Leading Teams (3) Course investigates issues of team functioning with an emphasis on team leadership. It focuses on understanding the various styles of effective team leadership, the specific roles of team members, and the stages of team development. Barriers to team effectiveness are identified and leadership strategies for neutralizing these barriers are discussed. Prerequisite: MG 6100.

MG 6325. Team Leadership and Participation (1) Students enrolled in the Health Care Leadership program or focus only. Course explores concepts of leadership and motivation, examining the complementary yet distinct characteristics of leadership and management, and their impact on individual and organizational effectiveness. Cultural and societal influences on leadership and motivation will be highlighted. Ethical responsibilities associated with leadership and motivation of colleagues, patients and employees will be addressed. Students will assess their personal leadership style, identifying their values and beliefs about team leadership and participation through experiential learning.

MG 6425. Career Management and Leader Development I (1) Students enrolled in the Health Care Leadership program or focus only. Course explores the topics of personal vision, vocation and values as they pertain to the career plans and development of leaders within the healthcare industry. The impact that personal vision, vocation and values have on a leader's spiritual integrity and career/life satisfaction will be explored. The differences between transactional and transformational leadership will be examined?both in terms of their impact on individual and organizational effectiveness, and also their impact on the holistic well-being of the leader and those being lead. Methods will be shared for establishing and maintaining cultural cohesiveness within an organization while respecting diversity of individual values and work styles. Students will develop an actionable life plan consistent with their personal aspirations as healthcare professionals, business people and leaders within the healthcare industry.

MG 6450. Leading Innovation (3) Course explores innovation through the lens of various stakeholder groups and introduces a variety of leadership strategies for encouraging creativity and supporting innovation. Specific topics include technology life cycles, product development, process improvement, organizational architecture for innovation, and organizational change issues. Prerequisite: MG 6100 or equivalent (MG 6101).

MG 6500. International Business (3) Course introduces the student to the experiences of firms of all sizes, from many countries, to the issues of an increasingly complex and competitive global environment. Through case studies, current topical articles and lecture, the student is immersed in the internationalization process and multinational management from a manager's perspective. The student is expected to analyze and provide solutions to global issues confronting corporations. Prerequisites: MG 6100 and MK 6100.

MG 6510. Conflict Resolution (1) Course examines how to manage conflict pro-actively by creating an environment where difference is embraced and worked with to enhance solutions. Students discover the importance of identifying and working with the ?real problem? in order to get lasting results. The course also addresses the application of effective communication skills such as listening with empathy, clarifying for understanding, and responding assertively.

MG 6525. Career Management and Leader Development II (2) DO/MBA program or Health Care Leadership concentration. Course builds on the topics of personal vision, vocation and values explored in the Career Management & Leadership Development I course. Students revisit their career plans and their leadership effectiveness assessments from earlier in the MBA program, including their individual development as well as their ability to guide and support the career development of others with whom they work. Students reflect on the competencies, behavioral styles, attitudes and values that contribute to or impair individual, team and organizational effectiveness. They explore the leader's role in creating an environment of ongoing personal and professional growth.

MG 6560. Personal Leadership: The Seven Habits of Highly Effective People (1) Course examines the principles of personal development and interpersonal relationships that can be applied in personal or business settings. Coursework involves a dynamic, experiential learning atmosphere utilizing video, personal application exercises, partner exercises, small and large group activities. Upon completion of the course participants understand the seven habits, learn how to increase performance capability to achieve worthwhile purposes, and develop realistic action plans to implement the seven habits into daily life.

MG 6600. Leadership and Motivation (3) Course explores concepts of leadership and motivation, examining the complementary yet distinct characteristics of leadership and management, and their impact on individual and organizational effectiveness. Cultural and societal influences on leadership and motivation will be highlighted. Ethical responsibilities associated with leadership and motivation will be addressed. Students will assess their personal leadership style, identifying their values and beliefs about team leadership and participation through experiential learning. Prerequisite: MG 6100 or equivalent (MG 6101).

MG 6650. Entrepreneurship (3) This course is designed for the individual who is considering starting a new business venture. The topics covered are development of a business plan; start-up options; self analysis?matching the individual with options; marketing issues including pricing, consumer behavior, promotional strategy and consumer credit; analyzing new venture ideas; location and facilities analysis; purchasing and inventory control; capital requirements; ownership options; and developing a financial information system. This course has as its major focus and class assignment the development of a business plan. Prerequisites: FN 6100, MG 6100, and MK 6100 or equivalent (ACFN 6001, MG 6101).

MG 6810. Maximizing Team Effectiveness (1) Course investigates basic concepts of how people work together in groups and teams in contemporary organizations. Issues of group dynamics and topics such as the use of task forces and self-directed work teams are covered. Students will participate in various team activities and discuss team roles and stages.

MG 6816. Achieving Management Excellence (3) This course looks at the essential skills and functions of management. It will address, through case studies, stories of management practice, guest speakers, and various assignments, the issues of management at a practical level. Included in the range of managerial activities are hiring, motivating, decision-making, communication and people skills. In addition to the managerial functions, students will be expected to practice and develop oral presentation skills.

MG 6820. Exploring Your Management Potential (1) Course explores the underlying premise that leaders and managers must possess a high degree of self-awareness of their strengths and weaknesses in order to be effective change agents, leaders, or managers. At the end of the course, students are able to identify their own problem-solving, learning, interpersonal, conflict, leadership and motivational styles. Students will create individual development plans that will enable them to maximize their identified strengths while also addressing developmental needs.

MG 6870. Leading Organizational Change (3) Course provides participants with the insight and skills for leading and managing complex organizational change. Topics such as choosing change strategies, dealing with resistance and leading the transition are examined through lectures, discussions, case studies and written assignments. Attention will be given to emerging organizational change processes, which are based on an organic, living systems paradigm, rather than the mechanistic paradigm of the traditional change theories.

MG 6900. Corporate Social Responsibility (2) Course develops the related concepts of corporate ethics and social responsibility in terms of the current legal and social environments of business. The focus is on the relationships between legality, ethicality, and social responsibility and the need to integrate both ethical reasoning and social responsibility considerations into the formulation of overall corporate strategy. The course material is heavily case-oriented, drawing from current and recent legal cases. The discussion goes beyond the legal decision to emphasize the importance of the underlying social issues in both a domestic and international context. Where appropriate, ethical principles useful in resolving conflicts arising from differing cultural norms are introduced. Topics for the course include, but are not limited to, The Foreign Corrupt Practices Act, Antitrust Law and the international implications of antitrust, laws protecting the employees, laws protecting consumers, and environmental law. (This course should be taken within the last nine hours of the program.)

MG 6901. Combined Corporate and Social Responsibility/Business Policy (5) This combined Business Policy and Corporate Social Responsibility course is a capstone experience in the Rockhurst MBA program. The course is presented from a general management/leadership perspective. The course promotes an integrate view of the various functional areas such as marketing, fiance, human resources, IT, etc., as these subunits interact to create organizational performance. Topics covered include an overview of the tools and processes for strategy formulation, innovation, and the dynamics of strategy implementation, leadership, and organizational change. All of these topics are also addressed as challenges in corporate social responsibility and personal ethics. This latter emphasis is examined from both a prescriptive and descriptive perspective. This course should be taken in the last nine hours of the MBA program. This course fulfills requirements for both MG 6900 and MG 6910. Prerequisite: MG 6100 and MG 6060, or MG 6101.

MG 6910. Business Policy (3) Course facilitates student integration and application of the core business concepts and managerial perspectives mastered earlier in the MBA program. Simulations, case analyses and group projects explore the strategic implications of contemporary issues, and place particular emphasis on strategy implementation and project management. This course encourages student reflection and synthesis within program thematic areas (leadership, ethical behavior/corporate social responsibility, information technology/knowledge management, global/international, and effective communication) and provides several opportunities for students to demonstrate leadership communication skills in a variety of class activities. This course should be taken within the last nine hours of the program. Prerequisite: MG 6100 or equivalent (MG 6101).

MG 6925. Ethics for Leaders (1) Course introduces students to the ethics of leadership. Discussion goes beyond legal decisions to emphasize the importance of the underlying ethical issues in both a domestic and international context. The relationship of individual ethics, social responsibility, and corporate social responsibility is discussed. Using case studies, students explore the question of how an organization can balance its responsibilities to various stakeholder groups.

MG 6961. Seminar in Organizational Behavior (1) Course explores cutting-edge issues in organizational behavior. Topics such as telecommuting, diversity, employee privacy, and empowerment are discussed. The seminar format of this course enables students to actively direct not only the course of the discussions, but also the nature of the topics explored.

MG 7000. Corporate Citizenship (1) Executive Fellows Program only. Course increases the student's understanding and appreciation of corporate citizenship. Presentations and discussions each semester on corporate social responsibility topics culminate in reflection paper/project. (Introduced during Orientation and continues throughout the program.)

MG 7100. Organizational Behavior (3) Executive Fellows Program only. Course studies personal, social, technological, and organizational aspects of behavior and examines effective change-management processes which foster cooperation within the firm. There is special emphasis on understanding learning styles, personal management styles, and development of teams and individuals.

MG 7200. Building Effective Teams (2) Executive Fellows Program only. Course increases the student's understanding of his or her interpersonal skills. Processes essential to team building and collaboration, including leadership, problem solving, negotiation, conflict management, and group effectiveness are emphasized. Course is a team practicum experience designed to provide executive Fellows students with a hands-on opportunity to learn about and practice effective team skills including leadership, followership, negotiation, problem-solving, decision-making, and conflict management. Students are assigned to learning teams at the beginning of the first semester and continue working in those teams throughout the Executive Fellows program. This two-year learning laboratory provides the opportunity for students to experience different team roles as well as participate i the stages of team development as their teams progress from initial forming and storming to high levels of team performance. (Course begins in Semester 1 and continues through Semester 4).

MG 7300. Strategy Formulation and Corporate Governance/Ethics (3) Executive Fellows Program only. Course focuses on organizational structure and the executive's ability to successfully implement an organization's mission, goals, objectives and strategies. The role of corporate governance and ethical decision making within the context of guiding values and support systems of the organization are explored. The course examines the executive function using successful and unsuccessful ?real? cases to observe the decision and execution processes. Both text cases and ?live? cases, as well as industry information are used extensively. The course is heavily oriented to the case method, and supported by conceptual and applied readings.

MG 7310. Strategy Implementation and Corporate Governance/Ethics (3) Executive Fellows Program only. Course provides knowledge and skill development for those leading organizational change. Specific topics include planned change processes, building stakeholder relationships and partnerships, organizational design, negotiation, and conflict management. Corporate governance and corporate social responsibility are overarching themes in all the modules of this course.

MG 7760. Strategy and the Leadership Imperative (2) Executive Fellows Program only. Course integrates what has been learned about competitive strategies throughout the program with a special emphasis on the leader's role in decision-making and leading change. Central to the course are presentations by current and former CEOs and executives. Through their experiences in formulating and implementing strategies, leaders relate their histories and living cases of strategy in action, reflecting on what they have learned as leaders. In the examination of different strategies, value chains, and business models, students will be asked to analyze the leaders and their effectiveness in implementing change. They will learn leadership models and criteria for transforming organizations to the next level.

MG 7780. Leadership Development (1) Executive Fellows Program only. Course addresses the leader's role in business and community organizations. Each student will explore personal strengths and potential weaknesses as these apply to his or her leadership agenda. Topics examined include: developing a coherent and shared organizational vision; influencing others when one has little formal authority; self-awareness of leadership style; motivating behavioral change; and developing one's interpersonal network. A capstone activity in the module requires each student to develop an individual leadership credo summarizing his or her personal leadership philosophy and key leadership values.

MG 7790. Managing Information Technology (3) Executive Fellows Program only. Course develops knowledge relating to the dynamic role of Information Technology (IT) in business, government and community organizations. Taking a general management perspective, the course explores the leader's role in harnessing IT to support organizational strategy, organizational learning, and enhanced value creation. Students learn how to develop a coherent IT infrastructure that is aligned with the firm's competitive context. E-commerce initiatives are examined in terms of their increasingly important role in business-to-business and retail transactions. Students also examine the general manager's role in supporting the systems development process to include resource commitment decisions, development of integrated technology planning processes, and attention to critical behavioral issues affecting systems deployment. Emerging ethical and social responsibility issues are also addressed.

MG 7800. Contemporary Topics for Senior Managers (3) Executive Fellows Program only. Course is spread over two semesters and is focused on helping individuals develop, through practical experiences, important knowledge and personal perspective. Practicing professionals are brought into the class setting to share experience, perspective, and wisdom. Students are required to synthesize and reflect on these experiences and relate how the topics impact their leadership and management style and/or how the experience impacts their organization at a senior level. (Course begins with five weeks at the end of Semester 2 and finishes in Semester 3.)