ManagementBrian Niehoff, Head
Professors Ebadi, Katz, Niehoff, Prince, and Sheu; Associate Professors Ehie, Hagmann, McHaney, Mudrack, Swanson, and W. Turnley; Assistant Professors Bloodgood, Cassidy, Chae, and Chilton; Instructors Borth, Kovar, Letcher, Radina, Satzler, Seeberger, S. Turnley, and Whitney-Bammerlin; Emeriti: Professors Barton-Dobenin, Deihl, Elsea, Jones, Paul, and Townsend; Associate Professor Thiessen; Assistant Professors Buzenberg and Riley.
The curriculum in management presents two on-campus majors: management information systems (MIS) and management. Through the Department of Management, the College of Business Administration also offers a general business degree taught using distance learning technology. This major is available only to off-campus students.
Management majors select an area of emphasis in human resource management, operations management, or general management/ entrepreneurship. In addition, the Department of Management offers courses to improve potential managers' integrative skills as well as top management skills in corporate strategy and institutional leadership. This background provides individuals with excellent opportunities in professional management and information technology careers in organizations.
Requirements for a major in management
Select 3 credit hours from the courses listed in the operations management emphasis.
Select 6 credit hours from the courses listed in the HRM and OM, management major emphasis areas or from the MIS major field requirements, or from the courses listed below.
A total of 9 of the above credits must be management courses.
The major in general business is a 63-hour degree completion program offered through the Division of Continuing Education and is available only to off-campus students.
The degree is suitable for individuals who have an associate of science degree, who are employed full time and want to continue their education, or who have family responsibilities that make it impossible to take courses in a traditional on-campus manner.
Admission to the program requires the student to have completed at least 45 hours of the Business Pre-Professions Program (BAPP) with a GPA of 2.5 or higher on the first 12 hours of K-State course work. Application for admission to the general business degree program should be made through the Division of Continuing Education, non-traditional studies program, at 1-800-622-2KSU or www.dce.ksu.edu/degrees.
MANGT 300. Introduction to Total Quality Management. (1) I, II. Overview of major topics related to Total Quality Management (TQM), including managerial and engineering aspects. One hour lec. a week. Pr.: MATH 100, 205, or 220, sophomore standing. Crosslisted with DEN 300.
MANGT 366. Management Information Systems. (3) I, II, S. A comprehensive view of the role of information technology in satisfying organizations' information requirements. Problems and techniques concerning the management of responsive information systems with special attention to managers' use of systems outputs. Cases and hands-on exercises emphasizing the use of information systems in decision making, information gathering and organizing, use of modeling techniques, and presentation of information. Pr.: Demonstrated competence in use of computer spreadsheets. Pr.: CIS 101, 102, 103, or CIS 200, 209, or 210; may be taken conc.
MANGT 367. Information Systems Fundamentals. (3) I, II. Business-oriented problem solving using information technology for decision making. The course focuses on the utilization of state-of-the-art hardware, software, and programming tools for small systems development, networking, Internet, and WWW. Pr. or conc.: MANGT 366.
MANGT 390. Business Law I. (3) I, II. A study of law as it relates to business, including court procedures and systems, contracts, torts, agency and employment law, and business crimes. Pr.: Junior standing.
MANGT 392. Business Law II. (3) On sufficient demand. A study of civil law as it affects commercial transactions, including corporations, partnerships, property, commercial paper, and secured transactions. Pr.: MANGT 390.
MANGT 420. Management Concepts. (3) I, II, S. Managing organizations through fundamental processes of developing plans, structuring work relationships, coordinating effort and activities, directing and motivating subordinates, and controlling. Also includes managerial roles and responsibilities, effective decision making, productivity improvement, and models and theories of human behavior. Pr.: Junior standing.
MANGT 421. Introduction to Operations Management. (3) I, II, S. Description and analysis of problems related to the output of goods and services, operations planning and control, and systems management. Pr.: MATH 205 and STAT 350.
MANGT 440. Entrepreneurship. (3) On sufficient demand. The role of the entrepreneur is examined in the conception, start-up, organization, and development of new independent businesses. New venture problems to be studied include identification of possible new products and services, evaluation of practical commercial potential, and development of a business plan, with attention to financing, operating, and marketing. Pr.: FINAN 450, MANGT 420, MKTG 400. Instructor may waive prerequisites based on appropriate business experience.
MANGT 495. Business Internship. (3) S. Eight weeks of business experience between junior and senior years designed to coordinate the interests of students and firms. Pr.: FINAN 450, MANGT 420, MKTG 400, completion of junior year, and consent of instructor.
MANGT 498. Independent Studies in Management. (Var.) I, II, S. In-depth analysis of special problems in management including study of current literature. Pr.: Senior standing, consent of instructor, and 12 hours of management.
MANGT 520. Organizational Behavior. (3) I, II. Examination of psychological and sociological variables important in understanding individual motivation, group functioning, change, creativity, and leadership in organizations. Pr.: MANGT 420.
MANGT 521. Quantitative Management. (3) I, II. Quantitative techniques, models, and the integrative nature of management systems. Includes PERT, CPM, linear programming, and inventory models. Pr.: CIS 101, 102, 103 or 200 and lab, MANGT 420, MATH 205, and STAT 350.
MANGT 522. Operations Planning and Control. (3) II, in odd years. Development of concepts and understanding of planning and control systems for allocating resources and scheduling activities in business firms. To guide and coordinate the flow of materials, labor inputs, and goods and services through physical productive systems. Topics include aggregate planning, master production scheduling, production activity planning and control, operations information systems, inventory control, material requirements planning, and total quality control. Pr.: MANGT 421.
MANGT 530. Industrial and Labor Relations. (3) I. Basic course in industrial and labor relations. Broad coverage of the institution of collective bargaining and its environment, the goals and operation of labor unions, the impact of unions on management, and labor relations law. Pr.: Junior standing.
MANGT 531. Personnel and Human Resources Management. (3) I, II. The personnel program and its operational processes of manpower planning, recruiting, testing, developing, and evaluating. Analysis of the personnel department's role in the organization with emphasis on problem solving. Pr.: MANGT 420.
MANGT 535. Personnel Law. (3) I, II. A survey course designed to acquaint students with the broad and controlling aspects of prominent public laws which affect human resource management. Includes readings, cases, and dicta pertaining to ADA, ADEA, OSHA, Title VII, etc. Pr.: MANGT 531.
MANGT 540. Small Business Consulting. (3) II. On sufficient demand. In the framework of supervised field projects, student teams analyze the management programs of an actual business. Emphasis is placed on understanding operational and strategic planning problems in the context of small business. Students develop a strategic plan for the success of the business. Pr.: Junior standing or permission of the instructor.
MANGT 550. Organizational Training and Development. (3) II. The process of training and developing the human resources in organizations, which includes organizational diagnosis, needs assessment, program design, appropriate methodologies, program implementation, transfer of training, and the evaluation of program effectiveness. Current trends in the content and process of training and development activities are also examined. Pr.: MANGT 520 and MANGT 531.
MANGT 576. Management of Local Area Networks. (3) I, II. Study of telecommunications and its impact on business organizations. Coverage of networking models, hardware, software, distributed systems, and standards issues. Emphasis on Local Area Networks (LANs) and hands-on project management. Pr.: MANGT 367.
MANGT 595. Business Strategy. (3) I, II, S. An integration of previous courses through the study of problems in policy formulation and implementation. Cases and current topics with emphasis on strategic planning. Open only to seniors or nonbusiness graduate students. Pr.: FINAN 450, MANGT 420, and MKTG 400.
MANGT 596. Business, Government, and Society. (3) I, II, S. The interrelationships and interactions of business with the social, political, and economic institutions. The impact of changes in the external environment on business and the managerial task. Pr.: FINAN 450, MANGT 420, and MKTG 400.
MANGT 623. Compensation Management. (3) II. An in-depth analysis of theories, research, and practices of performance appraisal and compensation systems. Includes study of the impact of economic, behavioral, legal, and political forces on compensation management. Pr.: MANGT 531.
MANGT 633. Advanced Personnel Management. (3) I. On sufficient demand. An in-depth analysis of selected topics in personnel management and employment legislation including study of current research and literature. Pr.: MANGT 531.
MANGT 641. Management of Quality. (3) I. Development of quality as a management philosophy through the study of ideas from contemporary quality philosophies of Deming, Juran, and Taguchi. Statistical process control charting as a process and quality improvement tool and product and process design as important components of quality. Pr.: MANGT 421.
MANGT 652. Application of Theory of Constraints. (3) II, in even years. The intent of this course is to provide an overview of application of Theory of Constraints (TOC). TOC suggests that every process or system has at least one constraint that prevents the operation from being more efficient. TOC offers methodologies that are specifically developed to identify and manage constraints to enable the operation to achieve its goals. Students will be taught the skills required for the identification and management of constraints within an operation system. Pr.: MANGT 420, 421.
MANGT 653. Business Project Management. (3) I. This course provides an in-depth coverage of project management concepts and methodologies required for service and manufacturing operations. Topics to be covered include, but are not limited to: project selection and evaluation, project dynamics, motivation and evaluation of project team members, project scheduling, project budgeting, and project closure. Pr.: MANGT 420 and 421.
MANGT 656. Systems Analysis. (3) I, II, S. An in-depth study of systems analysis techniques viewing information systems as an integral component of organizational strategic planning. Emphasis on systems planning, use of CASE tools, process and data modeling, quality and systems reengineering. Pr.: MANGT 366 or 367.
MANGT 662. Supply Chain Management. (3) II. This course addresses the interrelationship between operations and other functions required to deliver value to the end customer of a supply chain. Topics include major processes to manage the flows of goods, services, and information through core functions such as logistics, operations, and purchasing in the supply chains of both goods and service providers. Pr.: MANGT 421 or permission of instructor.
MANGT 666. Applications of Data Models in Business. (3) I, II. Examination of interrelationship between managers and database designers from the user's perspective. Database design strategies for the functional areas of business such as accounting, marketing, and manufacturing management with a focus on making data responsive to changing information needs and supportive of organizational plans and goals. Pr.: MANGT 367.
MANGT 670. Systems Design. (3) I, II. Application of fundamental concepts learned in introductory systems analysis course. Focus on the application and integration of different design methodologies using CASE tools, a structured programming language, and various structured design techniques. Pr.: MANGT 656 .
MANGT 686. Data Administration. (3) I, II. Study of the interrelationship of organizational information systems and the databases that support managerial decision making. The analytical/programming tools used to perform the data administration function will be implemented through realistic case settings. Pr.: MANGT 666.
MANGT 690. International Management. (3) On sufficient demand. Examination of business decision parameters and strategy in a multinational context. The influence of cultural, economic, political, and social differences on decision making and the operation of American enterprises in the international environment. Pr.: FINAN 450, MANGT 420, MKTG 400, or FINAN 710.