IUPUI Campus Bulletin 2010-2012

Graduate

• BUS-J 501 Developing Strategic Capabilities (1.5 cr.) This course offers an introduction to tools for strategic management. Because it comes at the beginning of the MBA Program, it provides an introductory view of the complexities involved in determining long-term strategies. Rather than assessing the firm's environment in terms of broadly defined opportunities and threats, we will examine the dynamics of the competitive environment, how both the pace and the direction of industry change are influenced by the resources, capabilities, and competitive interactions of rival firms. For MBA students enrolled in Module 1A.

• BUS-J 506 Leadership and Ethics in the Business Environment (3 cr.) P: J501. Modern businesses operate in an increasingly interdependent and dynamic environment. The modern, large firm is the major institution in most contemporary industrialized societies. Many actions of firms have major impacts on society as a whole, as well as on specific stakeholders. Corporate actions are increasingly subject to media, public and government scrutiny. The nature of the constantly changing relationship between business and its major constituencies is the focus of the course. The ethical, political, economic, social, and technological considerations of various managerial decisions are investigated. The role of ethical leadership and how it relates to corporate purpose and responsibility will be a major theme of this course. For MBA students enrolled in Module 2B.

• BUS-J 522 Strategic Management of Technology and Innovation (3 cr.) P: J506. Once upon a time, technology management was left to engineers and innovation was something that came out of the R&D labs. Today new technologies redefine industries and business practices daily, and nurturing innovation is the responsibility of all managers. Technology, innovation, and strategy have become intertwined as firms realize that distinctive organizational capabilities are the basis of competitive advantage. The importance of developing capabilities has, in turn, increased interest in a broader interpretation of innovation: organizational learning. This course examines the interrelationship of these concepts and explores how managers may use the development of technology to improve their firm's strategic position.

• BUS-W 511 Venture Strategy (3 cr.) P: J501. This course is designed for those individuals interested in creating a new business venture, acquiring an existing business, working in industries that serve the entrepreneur, or students wishing to familiarize themselves with concepts, issues, and techniques of new venture creation and entrepreneurship. There is also a strong focus on intrapreneurship, or innovation within a corporate environment. Because the sources of entrepreneurial and intrapreneurial motivation are often quite diverse, the learning goals and objectives of the students in this course are often similarly diverse. Therefore, the course is designed to offer a broad range of educational experiences, including case analyses, presenting and negotiating a financial deal, and creating a business plan or corporate change initiative.

• BUS-W 519 Knowledge Management (3 cr.) It is now widely accepted that a firm's knowledge and its capability to learn and to share knowledge are critical competitive advantages. This course will begin by defining organizational learning and then move toward helping the business professional to do a knowledge audit. Organizations expand their knowledge through their networks and external contacts and through alternate modes of disseminating their knowledge. So it is important for firms to assess their learning intent and goals for learning externally as well as sharing and using knowledge internally. Many organizations are looking at themselves as learning organizations and think of their capacity to learn as an important capability. Taught as a web-based course through Oncourse.

• BUS-W 520 Turnaround Management (1.5 cr.) This course is designed to provide the student with a process that has been shown to be effective in turning around a seriously under-performing business. The viewpoint of the leader of the business is taken throughout the course. The course is divided into three segments: (1) demonstrating that it is typical for a business to deteriorate in performance over time and the overall process for correcting performance; (2) examining each step in the turnaround process, including early stage diagnosis, recovery actions, and wind-up activities; and (3) suggestions for the leader to avoid entering into a turnaround again. Cases, guest speakers (e.g., workout specialists from banks, turnaround consultants, and company leaders who have experienced turnarounds), and lectures on each step in the process are used in the course.

• BUS-W 525 New Ventures and the Venture Community of Indianapolis (1.5 cr.) P: J501. This course is designed to support and encourage student participation in the Venture Club monthly lunch meetings. The Venture Club is a group of venture capitalists, entrepreneurs, bankers, consultants, and service providers (accountants, lawyers, etc.) who meet on a monthly basis in downtown Indianapolis. Meetings typically consist of a brief networking session, followed by two or three presentations by entrepreneurs seeking funding for business concepts, and a guest speaker. Sessions last a total of two hours, and have approximately 200 attendees. Following a brief meeting at the beginning of the semester, students would attend the monthly meetings of the Venture Club (September through April for 8 meetings, 16 hours) and participate in online chat sessions following the meeting. Each meeting would have an associated reading from Harvard Business Review, or a similar journal related to new venture development and financing. Note: this course is generally offered in an ADC or online format.

• BUS-W 550 Management Consulting and Strategy (3 cr.) P: J501. This course focuses on what is required to become a successful management consultant with emphasis on corporate strategy. Students will have the opportunity to assume the role of a management consultant and to prepare and present a current corporate strategy product. Key activities will include proposal preparation, fact gathering, interviewing progress review, and final report preparation and presentation. Prospective students should have a solid understanding of the fundamentals of corporate strategy.

• BUS-W 590 Independent Study in Management and Administration (Arr. cr.) For advanced M.B.A. students engaged in special study projects. Course admission and project supervision is arranged through the M.B.A. Office and the student's faculty advisor.

• BUS-Z 590 Independent Study in Personnel and Organizational Behavior (Arr. cr.) For advanced M.B.A. students engaged in special study projects. Course admission and project supervision is arranged through the M.B.A. Office and the student's faculty advisor.

Undergraduate

• BUS-J 401 Administrative Policy (3 cr.) P: I-CORE, Z302, X320 (or concurrent), 6 hours of major (or concurrent). Kelley admit of senior standing. Administration of business organizations: policy formulation, organization, methods, and executive control.

• BUS-J 402 Administrative Policy: Honors (3 cr.) P: I-CORE, Z304, X320 (or concurrent), 6 hours of major (or concurrent). Kelley and honors program admit or senior standing. Administration of business organizations: policy formulation, organizations, methods, and executive control.

• BUS-J 404 Business and Society (3 cr.) P: I-CORE, senior standing. Examines major ethical theories as a basis for analyzing ethical behavior in the business environment. Investigates such issues as economic competition, discriminatory practices, manipulation of power, environmental conservation, and organizational cultures.

• BUS-J 411 Analysis of Business Decisions (3 cr.) P: J401, Z311, Z312, X320, 6 hours of major. Kelley admit of senior standing. Strategy is about determining and implementing a course of action to accomplish objectives to effectively compete and create sustainable competitive advantages for the organization in the marketplace. In this course, students will make business decisions over multiple time periods and examine their impact on the organization’s qualitative and quantitative performance. The course is composed of two essential elements: “knowing” and “doing.” The “knowing” involves the strategic concepts, techniques, and models applicable to strategic and functional management to help students make intelligent choices among the options available to the organization and its competitors. The student will learn these through assigned readings and discussions. The “doing” involves active participation in a total enterprise strategic management simulation. A team will determine the organization’s objectives and goals, evaluate business situations, make decisions for the various functional areas, and examine the outcomes from these decisions as the team competes with other firms in the industry.

• BUS-J 490 Independent Study in Personnel Manage-ment and Organizational Behavior (1-3 cr.) P: I-CORE and consent of undergraduate program chairperson and instructor. Supervised individual study and research in student’s special fields of interest. The student will propose the investigation desired and, in conjunction with the instructor, develop the scope of work to be completed. Comprehensive written report required.

• BUS-W 200 Introduction to Business Management (3 cr.) P: Sophomore standing. Business administration and management from the standpoint of a business firm operating in the contemporary economic, political, and social environment. This course will not be counted toward a business degree or minor.

• BUS-W 212 Exploring Entrepreneurship (3 cr.) This course provides a survey of the basic concepts of starting a business. The course covers the personal origins for motivation for entrepreneurship and the skills, knowledge, and abilities of the entrepreneur. The course includes guests who have successfully started their own businesses and who speak with students about their experiences. The course concludes with students assessing their own potential and developing an idea for a new business.

• BUS-W 311 New Venture Creation (3 cr.) P: I-CORE. Kelley admit of junior or senior standing. Primarily for those interested in creating a new business venture or acquiring an existing business. Covers such areas as choice of a legal form, problems of the closely held firm, sources of funds, preparation of a business plan, and negotiating.

• BUS-W 430 Organizations and Organizational Change (3 cr.) P: Z302, I-CORE. Kelley admit of senior standing. Analysis and development of organizational theories, with emphasis on environmental dependencies, sociotechnical systems, structural design, and control of the performance of complex systems. Issues in organizational change, such as appropriateness of intervention strategies and techniques, barriers to change, organizational analysis, and evaluation of formal change programs.

• BUS-W 490 Independent Study in Business Administration (1-3 cr.) P: I-CORE and consent of undergraduate program chairperson and instructor. Supervised individual study and research in student’s special field of interest. The student will propose the investigation desired and, in conjunction with the instructor, develop the scope of work to be completed. Comprehensive written report required.

• BUS-Z 200 Introduction to Human Resource Practices (Non-majors) (3 cr.) P: Sophomore standing. This course is designed to provide a basic overview of human resources practices and principles that all managers need to be aware of in today’s business environment. Specifically, we will focus on employment laws and trends that affect firms of all sizes, as well as managerial practices that can positively impact an organization.

• BUS-Z 302 Managing and Behavior in Organizations (3 cr.) P: Junior standing. Integration of behavior and organizational theories. Application of concepts and theories toward improving individual, group, and organizational performance. Builds from a behavioral foundation toward an understanding of managerial processes.

• BUS-Z 304 Managing and Behavior in Organizations: Honors (3 cr.) P: Junior standing. Integration of behavior and organizational theories. Application of concepts and theories toward improving individual, group, and organizational performance. Builds from a behavioral foundation toward an understanding of managerial processes.

• BUS-Z 311 Leadership and Ethics in the Business Environment (1.5 cr.) P: Junior standing. This course will explore the interrelated areas of business leadership and business ethics. We will examine examples of leadership and ethical crises, and investigate the ethical, political, economic, and social considerations of various leadership decisions.

• BUS-Z 312 Human Resources and Negotiations (1.5 cr.) P: Junior standing. This course is designed to provide students with critical managerial tools, including general principles of human resources management and negotiation skills, which will improve their interpersonal skills and their knowledge of the current legal environment in which they must effectively operate.

• BUS-Z 340 Introduction to Human Resrouces (3 cr.) P: Z312, Kelley admit, junior standing. Introductory overview of human resources management. Special emphasis will be given to legal issues, diversity in the work force, and contemporary practices.

• BUS-Z 404 Effective Negotiations (3 cr.) P: Z312, I-CORE. Kelley admit of senior standing. Exposure to the concepts of negotiations in both the national and international environments, including negotiation strategies and tactics, influence, third-party intervention, audience effects, nonverbal communication, and ethical and cultural aspects. Case studies, simulations, and guest speakers will be used throughout the course.

• BUS-Z 441 Wage and Salary Administration (3 cr.) P: Z302, Z340, I-CORE. Kelley admit of senior standing. Survey of problems faced by modern managers of compensation systems. In-depth look at the role of the company, government, union, and employee in the design and administration of total compensation systems. Describes current wage and salary systems and their advantages and disadvantages. Integrates theory and practice through case analysis.

• BUS-Z 443 Developing Employee Skills (3 cr.) P: Z302, I-CORE. Kelley admit of senior standing. Focuses on skills that relate to the acquisition and/or identification of knowledge, skills, and abilities among job applicants or current employees. Students will learn how to identify individuals who currently possess the knowledge, skills, and abilities (KSA) required to be effective members of contemporary organizations and how to identify specific training needs and formulate and implement programs designed to address observed KSA deficiencies.

• BUS-Z 445 Human Resources Selection (3 cr.) P: Z302, Z340, I-CORE. Kelley admit of senior standing. The ability to evaluate applicants and predict their future performance is a critical function in any organization that wishes to have a competitive edge over other firms. This course will provide students with an understanding of the technical components of selection, including how to determine which applicant characteristics should be examined, what procedures should be used to gather information, and how that information should be combined to identify qualified job applicants.

• BUS-Z 490 Independent Study in Personnel Management and Organizational Behavior (1-3 cr.) P: consent of undergraduate program chairperson and instructor. Supervised individual study and research in student’s special fields of interest. The student will propose the investigation desired and, in conjunction with the instructor, develop the scope of work to be completed. Comprehensive written report required.

• BUS-W 494 Herman B Wells Seminar in Leadership (3 cr.) P: I-Core. Kelley admit of senior standing. Required for students in Kelley Honors Program. Open to Kelley School of Business seniors and selected seniors from other schools with high scholastic ability and promise of developing leadership qualities exemplified by Herman B Wells.