The Master of Accounting degree offers four concentrations. All concentrations are a 33 credit hour program of study.
The Advanced Accounting concentration is designed for individuals who have already earned a B.B.A. with a concentration in Accounting. This concentration consists of five core accounting courses, a minimum of four additional accounting courses and two approved accounting or business electives.
The GMAT/GRE is waived for students who have an undergraduate major in accounting from an AACSB-accredited school with a minimum of a 3.25 GPA in both upper-division classes and accounting classes. Students must fulfill all other admission requirements.
The Information Assurance concentration is designed for individuals who have already earned a B.B.A. with a concentration in Accounting, and who wish to pursue advanced studies in attesting to and ensuring the integrity of financial information. This concentration consists of a minimum of 24 credit hours of accounting course work with 12 credit hours in information assurance accounting, and 9 credit hours of non-accounting accounting course work, with a minimum of 3 credit hours in information assurance.
The GMAT/GRE is waived for students who have an undergraduate major in accounting from an AACSB-accredited school with a minimum of a 3.25 GPA in both upper-division classes and accounting classes. Students must fulfill all other admission requirements.
The Professional Accounting concentration is designed for individuals who have a non-accounting undergraduate degree and wish to enter public accounting as a certified professional. The concentration requires the successful completion of two introductory courses consisting of a preliminary financial accounting course and a preliminary managerial accounting course taken prior to or after admission to the program and consists of 27 credit hours of specified accounting course work, plus 6 credit hours of specified non-accounting course work.
Students must consult with the accounting faculty advisor and request written approval for alternate graduate course work that may satisfy the MGMT 626 requirement. Students who have completed MGMT 326 at Anderson School of Management should not take MGMT 626 and must visit with the accounting faculty advisor about which graduate course to take instead of MGMT 626.
The GMAT/GRE is waived for students who have a B.B.A. from an AACSB-accredited school with a minimum of 3.25 GPA in all upper-division course work. Students granted the waiver must also attend the Anderson School of Management Writing Workshop. Students must fulfill all other admission requirements.
The Tax Accounting concentration is designed for individuals who have already earned a B.B.A. with a concentration in Accounting wishing to pursue advanced studies in taxation. The concentration consists of five core accounting courses, a minimum of four tax accounting courses and two approved accounting or business electives.
MGMT 542 may not count towards the concentration, if the student has taken the undergraduate equivalent.
The GMAT/GRE is waived for students who have an undergraduate major in accounting from an AACSB-accredited school with a minimum of a 3.25 GPA in both upper-division classes and accounting classes. Students must fulfill all other admission requirements.
The Bachelor of Business Administration (B.B.A.) and Master of Accounting (M.Acct) shared-credit degrees program allows students pursuing a B.B.A. with a concentration in Accounting with a goal of obtaining licensure as a Certified Public Accountant (CPA) to begin the M.Acct. program during their senior year. See the Anderson School of Management Undergraduate Program section of this Catalog for more information.
Courses
MGMT 105. Business Co-op Work Phase. (0)
Offered on a CR/NC basis only.
MGMT 113. Management: An Introduction. (3)
Modern concepts of organizations and their management in a dynamic world. An overview of managerial activities within business and other organizations.
{Fall}
MGMT 158. Ethics in Organizations. (3)
Introduction to ethical issues in business, government, and nonprofit organizations and how to deal with those issues. Emphasis on ethical reasoning and cases of ethical and unethical behavior in management and the professions.
MGMT 190. Special Topics in Management. (3 to a maximum of 6 Δ)
Selected offering of management topics not represented in the regular curriculum.
Restriction: permission of instructor.
MGMT 202. Principles of Financial Accounting. (3)
An examination of the conceptual framework of accounting and the functions of accounting in a business-oriented society. Topics include valuation theory and its applications to assets and liabilities, concepts of business income, funds-flow analysis, problems of financial reporting.
MGMT 222. Introduction to Marketing. (3)
A complete overview of the system for assessing customer needs, allocation of scarce resources to fulfill those needs, transmittal of market related information, completion of exchange processes and profit maximization in free markets. Emphasis on interdisciplinary tools for management, decision-making and developing marketing strategies in domestic and international market applications.
(Credit not applicable toward B.B.A. degree.)
MGMT 300. Operations Management. (3)
Survey of methods and models for the design, control, and improvement of service and manufacturing systems including project management, product/service design, process analysis, quality improvement, inventory control, capacity scheduling, and Just-In-Time (lean systems).
Prerequisite: STAT 145 or STAT **345.
MGMT 302. Accounting Cycle. (1)
An examination of accounting cycle topics in a corporation utilizing a web-based artificially intelligent assessment system. Topics include journal entries, transactions effects on accounts, adjusting entries, statement preparation, closing entries, and coverage of merchandising firms.
Offered on a CR/NC basis only.
MGMT 303. Managerial Accounting. (3)
Primary emphasis on the role of accounting in the processes of management decision-making for planning and control. Topics include: relevant cost analysis, standard costing and analysis of variances; budgeting and responsibility accounting, planned capital expenditures.
Prerequisite: 202.
MGMT 306. Organizational Behavior and Diversity. (3)
Emphasis on application of behavioral science theory and concepts. Focus on individual, interpersonal and group processes in a diverse work force.
Prerequisite: ENGL 120 or ACT English =>29 or SAT Verbal =>650.
MGMT 307. Organization Change and Innovation. (3)
Intensive examination of behavioral science research and theory as a basis for understanding, managing and changing organizations. Emphasis is on a comparative organizational approach, public or private, as a socio-technical system.
Prerequisite: 306.
MGMT 308. Ethical, Political and Social Environment. (3)
The influence of environmental change on the structure and operation of the organization. Social, political, economic, ethical and technological systems are examined as they relate to each other and to the management of small- and large-scale organizations.
Prerequisite: ENGL 120 or ACT English =>29 or SAT Verbal =>650.
MGMT 310. Legal Issues for Managers. (3)
A general overview of the legal system and common legal principles. Emphasis on legal topics relevant to business such as contracts and torts. Explores sources of liability and presents strategies to minimize legal risk.
Prerequisite: ENGL 120 or ACT English =>29 or SAT Verbal =>650.
MGMT 314. Professional Selling. (3)
Professional aspects of the selling function in consumer and industrial markets and the role of selling in the economy. Emphasis on selling methods and applications for entrepreneurs.
(Credit not applicable toward B.B.A. degree.)
Prerequisite: 222 or 322.
MGMT 322. Marketing Management. (3)
A complete overview of the system for assessing customer needs, allocating scarce resources to fulfill those needs, transmittal of market related information, completion of exchange processes and profit maximization in free markets. Emphasis on interdisciplinary tools for management decision-making and developing marketing strategies in domestic and international market applications.
Prerequisite: ECON 106.
MGMT 324. New Venture Strategies. (3)
Examines strategies, both personal and commercial, for effectively embarking on new ventures. Focuses on phases of entrepreneurship occurring between generation of the initial new venture idea, up to and including the first commercial sale.
Prerequisite: ECON 106 and (ENGL 120 or ACT English =>29 or SAT Verbal =>650).
MGMT 326. Financial Management. (3)
Principles and practices of funds management in private and public organizations. Sources and uses of short- and long-term funds, determination of capital requirements, obtaining capital, financial forecasting, lease or buy decisions, application of capital and cash budgeting techniques, choices involving risk.
Prerequisite: 202 and CS 150L and ECON 106 and (MATH 162 or MATH 180) and (STAT 145 or STAT **345).
MGMT 328. International Management. (3)
Provides an understanding of international operations and of international institutions in the private, not-for-profit and public sectors and of their managerial and environmental problems. Analyzes the structure, functions and decision-making of international organizations.
Prerequisite: ECON 106.
MGMT 329. Data Management. (3)
The management of data resources to support information systems in organizations. Logical database structures, applications and physical implementation of information systems using database management systems.
MGMT 330. Business Programming Fundamentals. (3)
Introduction to object-oriented programming language syntax and semantics with application to functional business areas and computing problems. Intended for B.B.A. students concentrating in management information systems.
MGMT 331. Business Application Programming. (3)
Development of complex business application programs with object-oriented tools and techniques.
Prerequisite: 330.
Pre- or corequisite: 329.
MGMT 336. Information Systems Security. (3)
Overview of telecommunications and cryptography/security issues in information systems. Hands-on lab projects managing online systems and securing them against hacking techniques or known vulnerabilities.
MGMT 337. Survey of Computer Systems and Software. (3)
An overview of hardware/software configurations as integrated systems. Acquisition, evaluation, selection and management of the computer resources. Emerging information system technologies, including office automation, data communications and networks.
MGMT 340. Financial Accounting I. (3)
Financial reporting theory, applied financial accounting problems, contemporary financial accounting issues. The accounting cycle, asset valuation; revenue recognition; issues resulting from the corporate form of organization.
Prerequisite: 202.
MGMT 341. Financial Accounting II. (3)
Continuation of 340. Problems relating to liabilities and equities; the analysis and interpretation of financial statements including the impact of income taxes and benefit plans.
Prerequisite: 340.
MGMT 342. Income Tax Accounting I. (3)
Technical tax course primarily for accounting majors. Covers the Federal Income taxation of individuals, including capital gains and losses, accounting methods, income, deductions, Social Security, installment sales and alternative tax methods.
MGMT 343. Income Tax Accounting II. (3)
Covers corporation, partnerships, estate and gift taxes, fiduciaries, tax planning and tax shelters.
MGMT 346. Cost Accounting. (3)
Procedures involved in the development, presentation and interpretation of accounting information as an aid to management. Usefulness and limitations of accounting data in evaluating and controlling operations, collecting cost information; cost estimation and allocation; standard costs; budgeting; cost-value relationships.
Prerequisite: 303.
MGMT 362. Leadership Development. (3)
Focuses on developing leadership skills and behaviors at multiple organizational levels. Includes self-assessment and peer assessment of leadership potential. Discusses how to develop peer potential and working in a dynamic, changing environment.
Prerequisite: 306.
MGMT 384. Professional Selling. (3)
Professional aspects of the selling function in consumer and industrial markets and the role of selling in the economy. Emphasis on selling methods and applications for entrepreneurs.
(Not applicable for credit toward Marketing Management concentration.)
Prerequisite: 322.
MGMT 398. Career Management Skills. (1 credit hour for undergraduate students; graduate students may audit class with instructor permission)
Develop career management skills to prepare for entrance into the professional job market. Emphasis on cover letters, resumes, interviewing skills, networking, organizing job searches and salary negotiations.
Offered on a CR/NC basis only.
MGMT 420. Management in Latin America. (3)
Analysis and diagnosis of Latin American environments as they offer opportunities and pose constraints in the performance of managerial responsibilities. Special emphasis is given to the Mexican environment and its relationship to the world.
MGMT 421. International Entrepreneurship. (3)
Teaches the practical science and craft of international business operations, such as exports. The international business strategies of firms are analyzed through fundamental analysis and technical analysis using real cases.
MGMT 422. Seminar on Mexican Economy Markets. (3)
A historical overview of developments in the Mexican economy with an emphasis on the causes and effects of repeated financial crises. An examination of recent economic and political events that present opportunities or risks for business in Mexico.
MGMT 426. Advanced Corporate Finance. (3)
Corporate financial topics beyond those in MGMT 326. Coverage includes cost of capital, raising external funds, capital structure, dividend policy, financial planning, working capital and an introduction to financial options. Spreadsheet skills stressed where appropriate.
Prerequisite: 326.
MGMT 427. International Management Experiential Learning. (1-6)
This course is for students involved in faculty-led study abroad, consulting and/or service learning projects that incorporate direct international experience. Students are expected to complete a series of academic exercises associated with the international program.
MGMT 428. Green Economy, Innovation, and Entrepreneurship. (3)
This course will address various dimensions, challenges, and opportunities permeating the global green economy, paying heed to the key drivers of the global green economy. In addition, the course also showcases New Mexico's expanding green economy.
Prerequisite: 328.
MGMT 433. Management of Service Operations. (3)
This course focuses on understanding the distinctive features of service delivery systems and presenting management techniques to address the unique challenges in the design and delivery of services.
Prerequisite: 300.
MGMT 434. Manufacturing Systems Management. (3)
An introduction to the principles and techniques necessary for the efficient design and operation of production and inventory planning, scheduling and control systems.
Prerequisite: 300.
MGMT 435. Marketing Strategy. (3)
Analytical approach developing marketing strategy. Strategic framework for decision making for domestic and global organizations. Real world projects and case discussions will assist in understanding marketing strategies.
Prerequisite: 322 and (480 or 482 or 483 or 484 or 485 or 486 or 487 or 488 or *489).
MGMT 437. System and Network Administration. (3)
A detailed coverage of system administration in both centralized and distributed information systems. Installation, operation and maintenance of hardware and software resources. Technology and management of computer networks.
MGMT 443. Auditing. (3)
Auditing principles and procedures; preliminary considerations, planning the audit program, classes of audits, audit reports, professional ethics and legal responsibility; case problems.
Pre- or corequisite: 341.
MGMT 449. Accounting Information Systems. (3)
An examination of the relationship between computer-based management information systems and accounting. Applications of MIS techniques in the design and operation of accounting systems.
Prerequisite: 340.
MGMT 450. Computer-Based Information Systems. (3)
Course presents foundation concepts in Management Information Systems (MIS). Students apply and integrate MIS concepts with those from other management disciplines to analyze, evaluate and present management cases. A variety of software is used.
Prerequisite: 300 and 303 and 306 and 322.
MGMT 451. Problems. (1-3 to a maximum of 6 Δ)
Special permission of the advisor and of the Dean of the Anderson School of Management required. Arrangements must be made with individual instructor before enrolling for Problems.
A maximum of 6 hours of Problems courses is acceptable for credit toward the B.B.A. degree.
MGMT 452. Problems. (1-3 to a maximum of 6 Δ)
Special permission of the advisor and of the Dean of the Anderson School of Management required. Arrangements must be made with individual instructor before enrolling for Problems.
A maximum of 6 hours of Problems courses is acceptable for credit toward the B.B.A. degree.
MGMT 457. Diversity in Organizations. (3)
Addresses the changing nature of modern organizations in their employee composition. Focuses on all dimensions of diversity and how to harness the potential of a diverse workforce to reach organizational goals.
Prerequisite: 306.
MGMT 458. Managerial Ethics. (3)
An issues- and problems-oriented course in applied management ethics. How to reason ethically about management problems and choices. Focus is on the crises of conscience and the everyday conflicts of role and obligation that characterize our professional lives.
Prerequisite: 308.
MGMT 459. Information Analysis. (3)
Information system analysis and system design in organizations. Topics include application development strategies, information system life cycle, requirements determination, analysis and specification.
MGMT 462. Management of Quality. (3)
Traditional variation control and reduction approaches are introduced, as well as techniques to control and reduce human error. Emphasis is placed on understanding management approaches that drive process improvement.
Prerequisite: 300.
MGMT 463. Employment Law. (3)
A survey of statutes and case studies of common, statutory and administrative law. Emphasis on modern employment legislation and related court and administrative decisions representing all aspects of employment law.
Prerequisite: 306 and 310.
MGMT 464. Human Resources Theory and Practice. (3)
Behavioral theories and applications in HR. HR planning, job analysis and design, recruitment, selection, performance management, training and development, employee involvement, compensation, labor relations, occupational health and safety.
Prerequisite: 306.
MGMT *465. Labor Relations. (3)
Background and practice of Labor Relations from unionization through collective bargaining to grievance administration and arbitration. Theory and case analysis emphasizing employment problems, management prerogatives and collective bargaining issues.
Prerequisite: 306.
MGMT *466. Training and Development. (3)
Examines 1) theories of human development and their relationships to workforce and managerial development, and 2) reviews theories and provides practice in design, delivery and evaluation of training programs for private and public sector organizations and management.
Prerequisite: 306.
MGMT *468. Compensation and Benefits. (3)
Focus on theory and practice of compensation and benefit systems in modern organizations. Reviews alternative approaches and emphasizes experience-based learning.
Prerequisite: 306.
MGMT *469. American Indian Business and Management. (3)
Examines the theory and practice of managing American Indian organizations as well as legal and indigenous planning aspects.
Prerequisite: 306.
MGMT 470. Financial Markets and Institutions. (3)
Analysis of markets for mortgage, state and local, corporate and Federal debt; flow of funds and their influence on credit conditions, lending, investment and liquidity policies. Behavior of term structure and risk structure of interest rates. Study of alternative regulatory and structural frameworks of the financial markets.
Prerequisite: 326.
MGMT 471. Investment Analysis and Management. (3)
Theory and techniques basic to control of investment risks and optimization of investment returns. Security market operations, portfolio theory, profitability analysis, planning and management of investment programs, timing of securities transactions.
Prerequisite: 326.
MGMT 472. Securities Analysis. (3)
Covers the analysis of financial assets, particularly fundamental and technical analysis of corporate common stock. Students will have hands-on experience analyzing securities for equity portfolios that comprise the Investment Management Program.
Prerequisite: 326.
MGMT 473. Commercial Banking. (3)
Emphasizes coordinated asset and liability management of the individual bank. Frequent use will be made of cases to develop major aspects of bank management under changing monetary conditions and competitive forces. Primary emphasis is placed on the analysis of bank financial performance, obtaining funds, investment and loan policies and capital requirements.
Prerequisite: 326.
MGMT *474. International Financial Management. (3)
Application of concepts of managerial finance in the international setting. Reviews and develops as background the financing of international trade and balance of payments problems, including currency hedging in the money and foreign exchange markets. Cases are used to study financial decision problems of working capital management, capital budgeting and providing of funds for international corporate operations with emphasis on Latin America.
Prerequisite: 326 or 526.
MGMT 476. Derivatives (Futures and Options). (3)
Teaches the practical science and art of analysis of derivative (financial) assets, such as forwards, options and futures, and securities with embedded options, for purposes of investment, hedging and speculation. Emphasizes valuation methods, including various binomial and trinomial models and on hedging strategies. Derivative securities are analyzed using various data sources and software.
Prerequisite: 326.
MGMT 479. Applied Investment Management. (3 to a maximum of 6 Δ)
Active management of funds allocated by numerous institutional investors. Encompasses investment policy statement (portfolio objectives, constraints, benchmarks, reports), performance evaluation/attribution, analysis (economic, industry, company), valuation, recommendations, portfolio rebalancing, trade execution, ethics of money management.
Prerequisite: 471.
Restriction: permission of instructor.
MGMT 480. Consumer Behavior. (3)
Interdisciplinary analysis of consumer behavior through review of theories, explanatory and predictive models, empirical studies and consumer research methodologies. Emphasis on theoretical foundations and marketing strategy formulation.
Prerequisite: 322.
MGMT 481. Marketing Research I. (3)
Research methodologies and techniques as an aid to management decision-making and marketing strategy formulation. Emphasis on design of measurement instruments, sampling, collection and analysis of data.
Prerequisite: 322 and (480 or 482 or 483 or 484 or 485 or 486 or 487 or 488 or *489).
MGMT 482. Digital Marketing. (3)
Analysis of marketing strategies within the context of a digital environment. Emphasis on the use of social media platforms for business, content marketing, and tools to manage an organization's social media presence.
Prerequisite: 322.
MGMT 483. International Marketing. (3)
Analysis of foreign marketing opportunities. Develops familiarity with concepts, terminology, decision-making criteria, use of marketing intelligence, constraints on marketing planning and marketing strategy formulation.
Prerequisite: 322.
MGMT 484. Sales Management. (3)
Focuses on industrial purchasing behavior and the systems required to satisfy the needs of commercial buyers. Emphasis on management of the corporate field sales force.
Prerequisite: 322.
MGMT 485. Retailing Management. (3)
Management of the retail level of the distribution system. Emphasis on management decision making. Project orientation.
Prerequisite: 322.
MGMT 486. Logistics Systems Management. (3)
Management of the logistics channel including the manufacturing, wholesale and retail levels and related logistics activities. Focus on structural and functional analysis, design and evaluation of logistics systems.
Prerequisite: 300 and 322.
MGMT 487. Promotion Management. (3)
Analysis of personal and non-personal forms of marketing communications in both industrial and consumer markets. Emphasis of promotion as a marketing mix strategy, budgeting and media analysis, and incorporating research in the development of promotional strategies.
Prerequisite: 322.
MGMT 488. Materials and Supply Chain Management. (3)
Management of the supply, manufacturing and distribution network as a part of the buying and selling process in an industrial or commercial marketing context in both the private and public sectors.
Prerequisite: 300 and 322.
MGMT *489. Marketing of Services. (3)
Integration of traditional marketing management thought into strategic and analytical processes for adoption and implementation by service organizations and individuals in both the private and public sectors of the economy. Project orientation.
Prerequisite: 322.
MGMT 490. Special Topics in Management. (1-3, no limit Δ)
Selected offerings of management topics not represented in the regular curriculum.
{Offered upon demand}
MGMT 492. Negotiation Strategies. (3)
This course addresses negotiation problems that are faced by entrepreneurs and managers of small and large businesses. Through a combination of case studies, lectures and actual practice in negotiating, students learn to negotiate effectively.
MGMT 493. Special Topics in Management. (3)
Selected offerings of management topics not represented in the regular curriculum.
{Offered upon demand}
MGMT 494. Family Business Management. (3)
Students will learn importance of family businesses and their unique complexities. Using practical applications and theory students will identify various stakeholders in family businesses and learn tools to manage and work effectively in such organizations.
Prerequisite: ECON 106 and (ENGL 120 or ACT English =>29 or SAT Verbal =>650).
MGMT *495. Managing and Operating Small, Growing Businesses. (3)
Examines principles and knowledge required for efficiently and effectively operating and managing small, growing businesses faced with resource constraints. Semester-long field cases of real businesses are the focus of study.
Prerequisite: ECON 106 and (ENGL 120 or ACT English =>29 or SAT Verbal =>650).
MGMT *496. Seminar in Entrepreneurial Financing. (3)
Focuses on the processes and knowledge utilized during the acquisition of debt and equity for growing businesses. Specific entrepreneurial financing processes, techniques and methodologies are covered.
Prerequisite: 202 and ECON 106 and (ENGL 120 or ACT English =>29 or SAT Verbal =>650).
MGMT 497 / 697. Internship. (1-3 to a maximum of 6 Δ)
An internship provides managerial experience supervised by faculty, most often in conjunction with a host organization. The purpose is to provide a significant business-related experience.
Restriction: permission of department.
MGMT 498. Strategic Management. (3)
Emphasizes the functions of top management. Case studies offer the student an opportunity to develop a habit of administrative thinking as company-wide objectives and policies are formulated and consistent plans and programs are carried into action.
Enrollment normally limited to students in final semester of B.B.A. Program.
Prerequisite: 300 and 303 and 306 and 308 and 310 and 322 and 326 and 328.
MGMT 500. Quantitative Analysis I. (3)
Mathematical foundations for the quantitative analysis of problems of organizations. Linear systems, matrix algebra and introduction to differential and integral calculus. Applications to management and administrative situations.
Note: students scoring less than 25 on the quantitative portion of the GMAT are strongly urged to pursue additional background work in mathematics (MATH 121 recommended) before enrolling for credit in 500.
This course may not be applied toward M.B.A. degree requirements.
MGMT 501. Data Driven Decision Making. (3)
Apply inferential statistics, using numerical and graphical summaries of data, to make informed business decisions. Tools include spreadsheet applications to analyze real world decision making situations.
MGMT 502. Financial Accounting and Analysis. (3)
Accounting concepts and procedures used in preparation of corporate financial statements: balance sheet, income statement, statement of cash flows. Measurement of reporting choices within Generally Accepted Accounting Principles. Foundations of corporate financial statement analysis.
MGMT 503. Managerial/Cost Accounting. (3)
Study use of accounting data in managing businesses by applying techniques for product costing, planning, control, and performance evaluation. Topics include: CVP analysis; variable, absorption, job, activity-based and standard costing; budgeting; responsibility accounting; capital budgeting.
Pre- or corequisite: 502.
MGMT 504. Managerial Economics. (3)
The principles of microeconomics applied to firm management. Topics include: cost/benefit analysis, decision-making under resource constraints or incomplete information or uncertainty, Monte Carlo simulation, forecasting and elements of game-theoretic interaction among agents.
MGMT 506. Managing People in Organizations. (3)
Intensive examination of behavioral science research and theory as a basis for understanding, managing and changing organizations. The course emphasizes effective management with diverse individuals.
MGMT 507. Organizational Behavior and Theory Seminar. (3)
Further examination of organizations drawing upon behavioral science research and theory. Alternative theories of organizations are discussed.
Prerequisite: 506.
MGMT 508. Business and Society. (3)
Influence of the external environment on management decisions and organizational welfare and how organizations affect the external environment and society. Examination of impacts of ethical, social, political, legal and technological systems and trends on management and how managers can deal with external issues.
MGMT 511. Technology Commercialization and the Global Environment. (3)
Fundamentals of technology commercialization and international management are covered along with the interconnectivity of the two topics. The course will cover the nature of international competitive markets and how technology commercialization impacts these markets.
MGMT 512. Strategic Management of Technology. (3)
Concepts of technology-based strategy, industrial policy, competitiveness, technological strategy tools and the effect of technology on organizational structure and processes. Lessons learned from successful technology-based companies and their application of strategic principles.
Pre- or corequisite: 511.
Restriction: permission of instructor.
MGMT 513. Technological Forecasting and Assessment. (3)
Methods used in forecasting broad scientific and technological advances and assessing their applicability in the commercial world, with stress upon the broad macro-level economic issues such as competition, positioning of technology in the market and further research to apply the innovation to commercially viable products.
Pre- or corequisite: 511.
MGMT 514. Technological Entrepreneurship. (3)
A clinical experience in the development of a new firm to exploit a significant technological innovation. Student teams work with inventors/entrepreneurs, faculty, and external resources to establish new companies.
Prerequisite: 511 and two from: 512, 513, 515, 516.
{Offered upon demand}
MGMT 515. Innovative Product Development. (3)
Students examine the management of new products from concept to commercialization. Includes new product process; market information/customer input; leadership skills; portfolio management; product pursuit/capture planning; strategic planning; and competitive intelligence, with a field project.
Pre- or corequisite: 511.
MGMT 516. Entrepreneurial Finance in High Technology. (3)
Theory as contributed to the study of strategic alliances by numerous disciplines including economics, finance, business policy, strategic management and law. Includes the development of an original case study of one technology-based strategic alliance. Permission of the instructor required.
Pre- or corequisite: 511.
MGMT 517. Technology Program Management. (3)
Students will explore how firms face the challenge of managing a series of projects that are the core of their profitability effort, with emphasis on tools which demonstrate the difference between project and program management.
Corequisite: 511.
MGMT 518. Technology Management and Economic Development. (3)
The development of new technology-based companies as well as the creation of cluster supports the increase in job and wealth creation in the region. Other factors such as education, taxation, infrastructure, technology development and entrepreneurial support are studied for their effect on technology entrepreneurship and contribution to economic development.
Prerequisite: 511 and two from: 512, 513, 515, 516.
MGMT 519. Project in Technology Commercialization. (3)
An environment for application of tools and techniques of technology management that offers real problems of managing a technology-based product. Considers effects of practical constraints upon the analysis, design and process, and focuses student’s capabilities on the solution of a practical problem and presentation of the solution.
Prerequisite: 511 and two from: 512, 513, 515, 516.
MGMT 520. Operations Design and Decision Making. (3)
A managerial level examination of operations strategy with emphasis on application of quantitative models as guides to managerial decision making. Includes project management, product and service design, Just-In-Time (lean systems), mass customization, and quality management.
Prerequisite: 501.
MGMT 521. Manufacturing Systems Management. (3)
An introduction to the principles and techniques necessary for the efficient design and operation of production and inventory planning, scheduling and control systems. Topics include master planning, capacity management, inventory control, production activity control, JIT, MRP and synchronous manufacturing.
Prerequisite: 300 or 520.
MGMT 522. Managerial Marketing. (3)
Analysis of the marketing effort and decision-making process in private, not-for-profit and public institutions. Normative models for decision-making in different marketing situations. Analytical tools available for appraising, diagnosing, organizing, planning and implementing market plans. Analysis of economic, social and political forces leading to change in the market place. Development of concepts useful in evaluating marketing situations, including those in the international setting.
MGMT 523. Service Operations Management. (3)
This course focuses on developing strategic insight into the distinctive features of service delivery systems and developing and critiquing management techniques to address the unique challenges in the design and delivery of services.
Prerequisite: 300 or 520.
MGMT 524. Seminar on Mexican Economy Markets. (3)
A historical overview of developments in the Mexican economy with an emphasis on the causes and effects of repeated financial crises. An examination of recent economic and political events that present opportunities or risks for business in Mexico.
MGMT 525. Management of Quality. (3)
The strategic issues and management approaches surrounding quality improvement are discussed and critiqued. Tools for traditional variation control and reduction, as well as techniques to control and reduce human error, are also covered.
Prerequisite: 300 or 520.
MGMT 526. Financial Decision Making. (3)
The finance function and its relation to other functions of a firm. Topics include: analysis and budgeting of funds, management of current assets, financing short-term and intermediate-term needs, planning long-term debt policy and capital structure, capital costs and budgeting, dividend policy, valuation, mergers and acquisition.
Prerequisite: 501 and 502.
MGMT 527. International Management Experiential Program. (1-6)
This course is for students involved in faculty-led study abroad, consulting and/or service learning projects that incorporate direct international experience. Students are expected to complete a series of academic exercises associated with the international program.
MGMT 528. Green Economy, Innovation and Entrepreneurship. (3)
This course will address various dimensions, challenges, and opportunities permeating the global green economy, paying heed to the key drivers of the global green economy. In addition, the course also showcases New Mexico’s expanding green economy.
Prerequisite: 328.
MGMT 533. Professional Communications. (2)
The elements of written and oral professional communication. Addresses grammar, rhetoric, style, audience analysis, format, presentation and delivery. Effective communication strategies for professional settings are defined through various assignments including memos, proposals and individual/group presentations.
MGMT 540. Financial Accounting I. (3)
Financial reporting theory, applied financial accounting problems, contemporary financial accounting issues. The accounting cycle, asset valuation; revenue recognition; issues resulting from the corporate form of organization.
Prerequisite: 202 or 502.
MGMT 541. Financial Accounting II. (3)
The application of advanced accounting principles to practical cases and accounting problems.
Prerequisite: 340 or 540.
MGMT 542. Seminar in Personal Tax Planning. (3)
Technical tax course primarily for accounting majors. Covers the Federal Income taxation of individuals, including capital gains and losses, accounting methods, income, deductions, Social Security, installment sales and alternative tax methods.
Prerequisite: 202 or 502.
MGMT 543. Seminar in Business Tax Planning. (3)
Continuation of 542. Covers corporation, partnerships, estate and gift taxes, fiduciaries, tax planning and tax shelters.
Prerequisite: 202 or 502.
MGMT 544. Assurance Services. (3)
An examination of assurance processes involved in developing knowledge bases to support decision makers. The course will include auditing techniques and emerging issues such as ElderCare, Performance View, SysTrust and WebTrust will be explored.
Prerequisite: 540.
Corequisite: 541.
MGMT 545. Seminar in Accounting Theory and Its Development. (3)
The study of accounting literature with emphasis on the development and current state of accounting theory. Topics include early history, formal statements of principles, relation of economics and accounting and current controversial issues.
Prerequisite: 540.
MGMT 546. Financial Accounting III. (3)
The advanced study of problems and theory related to advanced accounting topics including partnership operation and liquidation, consolidated financial statements, bankruptcy and corporate reorganization, government entities, not-for-profit entities, and estates and trusts.
Prerequisite: 340 or 540.
Corequisite: 541.
MGMT 547. Tax Research, Procedure, Compliance and Practice. (3)
Practical problems encountered in a tax practice emphasizing tax research and preparation necessary for resolving disputes with the IRS. Procedures and compliance requirements for initial filing of return to Appellate Conference with IRS will be covered.
Prerequisite: 342 or 343 or 542 or 543.
MGMT 548. Seminar in International Accounting. (3)
International diversity in accounting theory and practice. Institutional, economic and cultural contexts of these differences. Locating differences within framework highlighting their importance for financial and managerial decision making. Developments harmonizing international accounting practice.
Prerequisite: 202 or 502.
MGMT 549. Accounting Information and Control Systems. (3)
An examination of the relationship between computer-based management information systems and accounting applications for management control and financial reporting for complex organizations.
Pre- or corequisite: 340 or 540.
MGMT 550. Professional Accounting. (3)
Professional Responsibility and concerns of auditors, tax practitioners, management consultants, and internal professionals. Structure of the profession, issues of ethics and responsibility, legal environment and future of the profession.
Prerequisite: 340 or 540.
MGMT 551. Problems. (1-3 to a maximum of 6 Δ)
MGMT 552. Problems. (1-3 to a maximum of 6 Δ)
MGMT 553. Internal Auditing. (3)
Internal auditing standards, risk assessment, governance, ethics, audit techniques, and emerging issues. The course will focus on the knowledge base and skill set required for the professional internal audit becoming increasingly visible across all industries.
MGMT 554. Professional Writing for Accountants. (3)
Communication is central to the accounting profession. Course prepares accounting students to write effectively for both internal and external constituents, demonstrating the ability to engage information critically through preparing and presenting analysis of data and cases.
MGMT 555. Advanced Auditing. (3)
In-depth examination of auditor legal liability, ethics, audit procedures, statistical sampling, and audit research, while learning to incorporate computer-based audit techniques into specific audit programs and tests of controls.
Prerequisite: 443.
MGMT 556. Starting New Business. (3)
This covers general topics and skills for embarking upon successful new enterprises either within large corporations or new independent companies.
(Students interested in starting new technological ventures should consider MGMT 514, Technological Entrepreneurship.)
MGMT 557. Launching an Entrepreneurial Business. (3)
This course builds upon the experience of entrepreneurial companies that have gone through the idea, business plan, and funding phases and need to get started with implementing the activities.
MGMT 559. Law for Accountants. (3)
An intensive examination of legal concepts underlying accounting theory and practice, selected topic in contracts, uniform commercial code, debtor-creditor relationships, business associations, government regulation of business property and professional and legal responsibility of accountants.
Prerequisite: 540.
MGMT 560. Seminar in Cross-Cultural Organizational Behavior. (3)
Comparative study of public and private organizations in the U.S.A., Asia and in selected European and Latin American countries. Emphasis on the influence of cultural and political factors on the management of human resources.
Prerequisite: 506.
MGMT 561. Interpersonal and Team Dynamics. (3)
Exploration of the boundaries, strategic variables and substance of interpersonal relations. Particular emphasis upon effective communication strategies, and team building and maintenance.
Prerequisite: 506.
MGMT 562. Organizational Change and Development. (3)
The course focuses on planned change to improve an organization’s problem-solving and renewal processes, particularly through a more effective and collaborative management of organization culture.
Prerequisite: 506.
MGMT 564. Human Resources Management: Theory and Applications. (3)
Human Resources Management is designed to relate theory and concepts of the management of human resources to the personnel practices that occur in the organizational environment.
Prerequisite: 506.
MGMT 565. Internship in Organizational Behavior and Human Resources. (3)
Students will be assigned to an organization where they will work on a project under the direction of a supervisor. Faculty provides oversight of individual field experience with classroom debriefings and follow-up.
MGMT 566. Diversity in Human Relations. (3)
A series of intensive experiences to develop self-awareness and diagnostic ability in interpersonal, group, organizational and community behavior. Special emphasis on the management of diverse groups in organizations.
Prerequisite: 506.
MGMT 567. Women in Management. (3)
This course examines the changing role of women in the work force, especially in management. Focus is on the economic, political and sociocultural environment affecting managerial women.
MGMT 568. Creative Leadership and Innovating Organizations. (3)
This is a developmental seminar, constantly changing. Together we will seek to actively explore the dimensions of creative, transformational leaders and innovative learning organizations.
Prerequisite: 506.
MGMT 569. Negotiation Strategies. (3)
This course addresses the theory and practice of negotiations. Through a combination of case studies, lectures and actual practice in negotiating, students learn to negotiate effectively.
MGMT 570. Analysis of the Financial System. (3)
Analysis of the financial system–capital markets, financial instruments and institutions, and regulatory agencies–in which both financial and nonfinancial firms operate. The demand for, and supply of, credit and capital. Study of the mechanisms of monetary adjustment and interest rate determination. The role of liquidity in risk management.
Prerequisite: 526.
MGMT 571. Investment Management. (3)
Theory and techniques of investment management. Topics include theory and practice of portfolio construction, how investors view risk and return, importance of diversification, equity pricing theory, introduction to fixed-income securities and derivatives.
Prerequisite: 526.
MGMT 572. Securities Analysis. (3)
Analysis of primary financial assets. Hands-on analyzing securities for portfolios that comprise the Investment Management Program. Focus on common stock, analyzed through fundamental analysis and technical analysis using data sources/software.
MGMT 573. Seminar in Management of Financial Institutions. (3)
Principles of the financial management of financial institutions emphasizing commercial banks. Analytical tools are developed for managing capital, liquidity, asset and liability structure and the extension of credit. Features computerized bank management simulation game, cases and selected readings.
Prerequisite: 526.
MGMT 574. Seminar in International Financial Management. (3)
International flows of funds, balance of payments adjustment mechanism, role of international reserves, international financial institutions, corporate financial planning for foreign operations, including analysis of sources and uses of corporate funds abroad.
Prerequisite: 526.
MGMT 576. Seminar in Futures and Options. (3)
Descriptive characteristics, fundamental valuation theory and trading strategies involved in futures and options markets.
Prerequisite: 526.
MGMT 577. Applications in Business Finance. (3)
Analytical and planning techniques in managerial finance. Computer-based case applications of financial forecasting, credit analysis, capital budgeting, lease analysis, capital structure planning, firm valuation, firm failure resolution, mergers and acquisitions, derivatives and hedging.
MGMT 578. Fixed Income Securities. (3)
This course provides an integrated, self-contained analysis of the pricing of fixed income securities, which account for over one-half of the market value of all outstanding securities, and their derivatives.
Prerequisite: 526.
MGMT 579. Applied Investment Management. (3 to a maximum of 6 Δ)
Active management of funds allocated by numerous institutional investors. Encompasses investment policy statement (portfolio objectives, constraints, benchmarks, reports), performance evaluation/attribution, analysis (economic, industry, company), valuation, recommendations, portfolio rebalancing, trade execution, ethics of money management.
Prerequisite: 571.
Restriction: permission of instructor.
MGMT 581. Research for Marketing Management. (3)
Study of research and information requirements for decision making and strategic planning in marketing. Emphasis on concepts, skills and knowledge needed by executives for evaluation research proposals and using research findings in developing marketing plans.
Prerequisite: 501 and (322 or 522).
MGMT 582. Marketing Strategy. (3)
Analytical approach to strategy formulation for marketing management activities of global and domestic organizations. Uses analytical and logical methods for case analysis and behavioral simulations. Should be taken during last semester.
Prerequisite: 522.
MGMT 583. International Marketing Management. (3)
Analysis of marketing opportunities abroad and major constraints and information needs in international marketing planning. Management of development and implementation of marketing mixes in different cultures and nations. Some special emphasis on Latin America.
Prerequisite: 322 or 522.
MGMT 584. Sales Management. (3)
Critical examination of sales force management concepts and their implementation and application from a decision-making perspective. Encompasses the formulation, evaluation and control of a strategic sales program.
Prerequisite: 322 or 522.
MGMT 586. Strategic Logistics Management. (3)
Management of logistics processes from both theoretical and applied viewpoints. Includes coverage of order processing, inventory management, transportation, warehousing and location. Special emphasis placed on measuring logistics value and financial control of logistics.
Prerequisite: (300 or 520) and (322 or 522).
MGMT 588. Supply Chain Strategy. (3)
Develop an understanding of the strategic importance of the supply chain design, planning and operation. Coverage of analytical tools necessary to solve supply chain problems and key drivers of supply chain performance.
Prerequisite: (300 or 520) and (322 or 522).
MGMT 590. Corporate Taxation. (3)
Tax planning for the creation, operation, liquidation and restructuring of regular and subchapter S corporations, including equity and other compensation planning and planning for distributions and redemptions.
Prerequisite: (342 or 542) or (343 or 543).
MGMT 591. Estate and Gift Taxation. (3)
Tax planning to minimize transfers taxes, including the gift and the estate tax, using marital and other family transfers, valuation issues for transfer tax purposes and methods of transferring ownership within the family.
Prerequisite: (342 or 343) or (542 or 543).
MGMT 592. Partnership and LLC Taxation. (3)
Tax planning for partnerships and limited liability companies, including entity classification and formation, sales and exchanges of partnership interests, liquidating and non-liquidating distributions and compensation paid to owners.
Prerequisite: (342 or 343) or (542 or 543).
MGMT 593. Real Estate Taxation. (3)
Tax planning for the acquisition, development, operation and disposition of real estate, including entity choice, financing, taxable and tax-free sales and exchanges, limitations on losses and installment sales.
Prerequisite: (342 or 343) or (542 or 543).
MGMT 594. Special Topics in Management. (3)
Selected offerings in management covering topics not represented in the regular curriculum.
MGMT 595. Management in Latin America. (3)
Analysis and diagnosis of Latin American environments as they offer opportunities and pose constraints in the performance of managerial responsibilities. Special emphasis is given to the Mexican environment and its relationship to the world.
{Offered upon demand}
MGMT 596. International Entrepreneurship. (3)
Teaches the practical science and craft of international business operations, such as exports. The international business strategies of firms are analyzed through fundamental analysis and technical analysis using real cases.
MGMT 597. International Strategy. (3)
Identification and analysis of the sources of sustainable competitive advantage in global firms. Includes formulation and implementation of strategies in multinational and foreign firms, cross-border alliances, mergers and acquisitions, innovation, and diversification strategies.
Prerequisite: 511.
MGMT 598. The Strategic Management Process. (3)
This course presents the principles for strategic management through case analysis. Cases are analyzed by drawing upon principles learned in other functional areas and then applying strategic principles to the case.
MGMT 599. Master's Thesis. (1-6, no limit Δ)
Faculty-directed study, research, and writing to complete a Master's thesis.
Restriction: permission of M.S. IA program advisor.
MGMT 600. Perspectives on Management and Careers. (1)
Skill-building and assessment for students to achieve high levels of success in a graduate business education. Must be completed within one semester of matriculation.
Offered on a CR/NC basis only.
Restriction: admission to M.B.A. program.
MGMT 626. Financial Management for Accountants. (3)
Focuses on budgeting of funds, management of current assets, working capital management, capital structure, dividend policy, valuation, mergers and acquisition.
Prerequisite: 340 or 540.
Restriction: M.Acct. faculty advisor permission.
MGMT 630. Management of Information Systems. (3)
This course covers issues in managing information systems as corporate resources. Topics include strategic planning for information resources, organization of the information function, management of MIS enhancement, and/or development projects and trends in information technology. It stresses integration of information management with other functions within the firm.
MGMT 631. Information System Project Management. (3)
Managing information system development and procurement projects. Topics include planning, organizational and political environment, personnel, scheduling, budget, tracking, and automated project management tools.
MGMT 632. Web Application Development. (3)
Developing Web- and Internet-based information system applications. Topics include analysis, design, programming, tools and techniques. Not intended for students who have completed MGMT 461.
Prerequisite: 330 or CS 152L.
Restriction: permission of instructor.
MGMT 633. Vendor and Contract Management. (3)
This course focuses on IT project management concepts, with particular emphasis on managing vendors, contracts, and IT project risk.
Prerequisite: 631.
MGMT 634. Information Systems Analysis and Design. (3)
Fundamentals of object-oriented systems analysis and design. Emphasis is on performing object-oriented modeling, using Unified Modeling language (UML), to define the requirements and design of information systems.
Prerequisite: 330 or CS 152L.
Restriction: permission of instructor.
MGMT 635. Data Analytics [Decision Support and Business Intelligence Systems]. (3)
A conceptual understanding of the key technical and managerial issues and the trends in the effective design, development, use, and evaluation of intelligent decision-support systems (DSS) and business intelligence (BI) systems in business organizations.
MGMT 636. Information Systems Security. (3)
Overview of telecommunications and cryptography/security issues in information systems. Hands-on lab projects managing online systems and securing them against hacking techniques or known vulnerabilities.
MGMT 637. Database Management Systems. (3)
Introduction to the concepts and methods of database development and management in an MIS, Logical data organization, physical implementation and operational requirements. Review and discussion of commercial database management systems.
Prerequisite: 330 or CS 152L.
Restriction: permission of instructor.
MGMT 638. Advanced Database Management. (3)
This course focuses on database administration, configuration, security, fault tolerance, and performance.
Prerequisite: 329 or 637.
MGMT 639. Advanced Topics in Management Information Systems. (3, no limit Δ)
Selected offerings in management information systems not represented in the regular curriculum.
MGMT 640. Accounting for Not-for-Profit Organizations. (3)
Theory and practice of financial accounting in not-for-profit organizations, public schools, universities and health organizations. Class will also address tax and audit issues for non-profit organizations.
Prerequisite: 340 or 540.
MGMT 641. Forensic Accounting. (3)
Techniques and perspectives in the field of financial investigation: concepts of law; process of evidence, sources of information and differences between criminal and civil fraud investigations focus on accounting, banking and financial record keeping.
Prerequisite: 642.
MGMT 642. Fraud Examination. (3)
This course provides an overview of the methodology of fraud examination which involves obtaining documentary evidence, interviewing witnesses and potential suspects, writing reports and testifying to findings. Also covers procedures to detect and deter fraud.
MGMT 643. Governmental Accounting. (3)
Accounting and reporting for governmental entities. Introduces the basic principles of governmental accounting, including fund accounting, budgetary process, budget accounting of revenues, appropriations, disbursements, and assessments.
Prerequisite: 340 or 540.
MGMT 644. Data Warehousing. (3)
Data warehousing as applied to business intelligence. Subtopics include requirements gathering, data warehouse architecture, dimensional model design, physical database design, extracting, transforming, and loading strategies, introduction to business intelligence, data warehouse expansion and support.
Prerequisite: 329 or 637.
MGMT 645. Data and Text Mining. (3)
Software and data formats for extracting patterns from documents and databases to support business decisions. Techniques include population segmentation, dimension reduction, clustering, predicting categories to which new data might belong, and association analysis.
Prerequisite: 501 or STAT 145 or STAT 245 or STAT **345.
MGMT 646. Digital Forensics. (3)
Introduce students to principles, techniques and tools used in digital forensics and investigations. Students will receive hands on experience using the most popular and current forensic tools and processing evidence.
Prerequisite: 336 or corequisite: 636.
MGMT 647. System and Network Administration. (3)
System administration in both centralized and distributed information systems. Installation, operation, and maintenance of hardware and software resources. Technology, configuration, and management of computer networks.
MGMT 648. Advanced Information System Security. (3)
Technical aspects of information system security including system assessment, secure authentication, secure communication, cryptography, and wireless network security.
Prerequisite: 336 or 636.
MGMT 649. Information Assurance Project. (3)
Students will leverage and apply the education received in information assurance courses and complete a multi-domain assessment of a departmental unit or small organization.
Prerequisite: 336 or 636.
MGMT 650. Competitive Analysis. (3)
Examination of the major theoretical approaches to the analysis of macro-organizational issues, specifically the interplay between the organizations and its market, political, and social environments.
MGMT 651. Regulation and Social Control of Business. (3)
Government legislation and regulation of business activities in the U.S., including government controls of prices, regulation of public utilities, public ownership, economic planning and social regulation of environmental quality health and safety, etc.
MGMT 652. Public Affairs and Public Relations. (3)
Examination of principles and practices of public affairs and public relations to develop expertise in communication with the public and participating in public policy.
MGMT 653. Environmental Sustainability and Business. (3)
Intensive study of environmental responsibilities and effective strategies for environmental protection by corporations and other organizations. Topics range from current challenges to address environmental issues to innovative works of advanced thinkers about the natural environment.
Recommended prerequisite: 508.
MGMT 654. Advanced Legal Topics for Managers. (3)
Topics include corporate governance relationships, product liability, administrative law, white collar crime, and other contemporary legal issues relevant to an ever-changing business environment.
MGMT 655. Washington Campus Program. (3)
One week intensive “Washington Back-Stage: A Primer on the Public Policy Process for M.B.A. Students.”
Three sessions offered (spring break, late May and late June).
Limited enrollment; special application required.
Additional fees for travel and cost of the program.
MGMT 657. Nonprofit Management. (3)
Introduction to the challenges of managing a nonprofit organization with a special emphasis on creativity and social entrepreneurship.
MGMT 658. Managerial Ethics. (3)
This seminar will help managers and other professionals identify the ethical dimensions of issues and dilemmas they face, and provide processes and tools to create more ethical organizations.
Prerequisite: 508.
MGMT 663. Employment Law. (3)
A survey of statutes and case studies of common, statutory and administrative law. Emphasis on modern employment legislation and related court and administrative decisions representing all aspects of employment law.
Prerequisite: 506.
MGMT 697 / 497. Internship. (1-3, to a maximum of 6 Δ)
An internship provides managerial experience supervised by faculty, most often in conjunction with a host organization. The purpose is to provide a significant business-related experience.
Restriction: permission of department.
MGMT 700. Management Perspectives. (1)
Establishes the conceptual foundation of the EMBA program. Prepares students to function effectively in a collaborative learning environment and as members of productive work teams. Includes individual assessment of management/personality profile to gain insights into leadership and communication styles.
Offered on a CR/NC basis only.
MGMT 701. Statistical Analysis for Management Decisions. (3)
The practical applications of statistics and the analysis of data to make meaningful organizational decisions. Topics include probability, sampling, confidence intervals, hypothesis testing, regression analysis, and quality improvement.
MGMT 702. Financial Reporting Systems [Financial Accounting]. (3)
Accounting concepts and procedures used to prepare corporate financial statements: Balance Sheet, Income Statement and Statement of Cash Flows. Reporting choices within Generally Accepted Accounting Principles in deriving performance measures and the analysis and interpretation of financial data.
MGMT 703. Accounting for Management Planning and Control. (3)
The derivation and use of accounting information to manage strategic and operational choices, determine pricing and profitability, control costs and evaluate performance. Spreadsheets are used to solve managerial accounting problems and to make sound business decisions.
MGMT 704. Economics for Managers. (3)
A survey of both microeconomics, the study of individual and organizational decision-making, and macroeconomics, which investigates national and international concerns. Economic theory will be complemented by practical applications and discussions of current policy issues affecting business.
MGMT 706. Organizational Behavior and Diversity. (3)
Draws on behavioral science research and theory as a basis for understanding, managing and changing organizations. Through experiential learning, examines individual and group behavior; communication, power and politics; conflict resolution and negotiation; and motivating and managing a diverse workforce.
MGMT 707. Executive Leadership. (2)
Further grounding in organizational behavior issues, with a special emphasis on assessing leadership competencies and changing corporate cultures. Includes self-assessments, analyses of leading companies, skill building strategies and direct application of material to individual work settings.
MGMT 708. Contemporary Ethical and Legal Issues for Organizations. (3)
Examines the roles and responsibilities of business, relationships with stakeholders, key legal concepts and ethical decision-making processes by individual managers. Blends theory and application for more effective responses to the external environment, including political and social interests.
MGMT 711. Management of Technology and Innovation. (3)
Employs a multi-disciplinary approach to understanding how to maximize competitive advantage through technological innovation. Provides the concepts and tools needed to manage effectively in changing technological environments.
MGMT 712. Business Communications. (3)
The elements of written and oral business communication. Addresses grammar, rhetoric, style, audience analysis, format, presentation and delivery. Effective communication strategies for professional settings are defined through various assignments including memos, proposals and individual/group presentations.
MGMT 720. Operations Management. (3)
Survey of use of decision-making methods and models in the management and control of manufacturing, distribution, and service operating systems. Utilizes readings, problem solving, and projects to understand and apply concepts.
MGMT 722. Marketing Management. (3)
Overview of concepts and theories related to consumer behavior/segmentation, marketing research, competitive positioning, marketing information systems, distribution, pricing, promotional considerations and relationship marketing. Focuses on products and services, and the creation of an actual marketing plan.
MGMT 726. Financial Management. (3)
Examines the role of finance in management including working capital management, the pricing of capital, the valuation of real assets and financial securities, and the sources of capital and their costs.
MGMT 728. Global Business Environment. (2)
Strategies for entering new international markets and managing international operations. Discussion of cultural differences, regional economic integration, and emerging markets, with special emphasis on implications for New Mexico’s economy and the border with Mexico.
MGMT 751. Practicum. (1-3 to a maximum of 12 Δ)
Second-year students choose one of the following options: 1) participation in international seminar including study trip abroad; 2) attendance at “Washington Campus” and follow-on research paper; 3) enrollment in approved M.B.A. elective; or 4) completion of independent research project.
MGMT 755. Washington Campus for Executive M.B.A. Students. (3)
Enrollment in Executive M.B.A. session on site at Washington Campus. Significant research project on topic related to business-government relations or current public policy issue.
Additional fees for travel and cost of the program.
Restriction: enrolled in Executive M.B.A. program.
MGMT 794. Special Topics. (2 to a maximum of 4 Δ)
Two, 2-hour electives offered during the second year, based on current business issues and student interest.
MGMT 798. Strategic Management. (3)
The application of strategic management concepts, principles and techniques through case analyses. Draws upon professional experience and concepts learned in other functional areas to develop a general management perspective and the ability to impact organizational direction and performance.
