Credit Hour(s): 3.0
Business Intelligence. (Formerly DSC 8020) Prerequisite: none. CSP: 1,2,3,4,5,6. This course focuses on the features, uses, and design strategies for IT-enabled managerial decision support. Model- based, data-based, and knowledge-based applications for business intelligence and corporate decision making are emphasized. Implementation issues in the context of emerging business environments also addressed. Application areas include financial analysis, marketing research, and project management.
Credit Hour(s): 3.0
Knowledge Management. (Same as CIS 8260.) (Formerly DSC 8030) Prerequisite: none. CSP: 2,4. This course provides an introduction to the analytical, managerial, and technological approaches used in knowledge management. Key approaches that are available for knowledge creation and discovery are examined and contrasted. Implications of recent knowledge management technologies, such as intelligent agents and organizational memory information systems, are assessed. Strategic, economic, and social issues in the creation and transfer of knowledge are examined. Best knowledge management practices are discussed.
Credit Hour(s): 3.0
Data Mining. Prerequisite: MBA 7020 or consent of instructor. CSP: 1, 2, 3, 4, 5, 6. This course covers various analytical techniques to extract managerial information from large data warehouses. A number of well-defined data-mining tasks such as classification, estimation, prediction, affinity grouping and clustering, and data visualization are discussed. Design and imple- mentation issues for corporate data warehousing are also covered.
Credit Hour(s): 3.0
Managing Sourcing. Prerequisites: MBA 7010, MBA 7020 and MBA 7030. Or consent of Instructor. CSP: 1, 2, 3, 6, 7. This course analyzes organizational processes and identifies factors that influence outsourcing decisions including offshoring. Management issues of such sourcing activities including planning, analyzing sourcing alternatives and strategic implications, and selection of domestic and global providers are explored. The topics covered are interdisciplinary in nature including operations, strategy, international business, human resource management, finance and information technology and are presented within an integrated framework.
Credit Hour(s): 3.0
Applied Regression Analysis. (Formerly DSC 8300) Prerequisite: MBA 7020. CSP: 1, 6. The basic aim of this course is to improve the student's understanding of the various uses of regression analysis. These uses range from linear to nonlinear estimations. Both bivariate and multivariate regression are discussed. Acquainting the student with the assumptions of the general regression model is another aim of the course. Practical suggestions are given for checking the regression model by examining the residuals. A description and comparison of the basic types of regression computer programs are presented.
Credit Hour(s): 3.0
Problem Solving. (Formerly DSC 8130 and MGT 8130) Prerequisite: MBA 7020. This course focuses on how managers, individually and in groups, make decisions. It covers the major descriptive and normative models of managerial problem diagnosis and alternative generation. By comprehending how managers solve problems, students are prepared to build computer-based support tools. Cases and mini-examples are used to apply the concepts and methods to real-world problems.
Credit Hour(s): 3.0
Management Science. (Formerly DSC 8140). Prerequisite: none. CSP: 1,3,4,7. Various optimization techniques are surveyed with an emphasis on the why and how of these types of models as opposed to a detailed theoretical approach. Students develop optimization models which re- late to their areas of interest. Spreadsheets are used extensively to accomplish the mathematical manipulations. Emphasis is placed on input requirements and interpretation of results.
Credit Hour(s): 3.0
Business Modeling, (Formerly DSC 8240) Prerequisite: MGS 8020. CSP: 1, 2, 3, 4, 5, 6. This course covers the development, implementation, and utilization of business models for managerial decision making. Various techniques for analytical modeling, such as forecasting, optimization, simulation, decision analysis, and classification, are discussed. Students gain mastery in developing complex financial models implemented in decision support systems that cover applications in strategic plann- ing, financial management, operations/project management, and marketing research. These topics are covered in the context of emerging information technology architecture. emerging information technology architecture.
Credit Hour(s): 3.0
Risk Benefit Analysis. (Formerly DSC 8350) Prerequisite: Math 1070. CSP: 1, 2, 3. This course develops the basic elements involved in decision making and integrates them developing a systematic theory of decision making under uncertainty. It examines the problems of measurements of uncertainty, utility, and payoffs in decision making and explores the costs of various decision criteria.
Credit Hour(s): 3.0
Statistical Modeling. (Formerly DSC 8450). Prerequisite: MBA 7020, MGS 8020, MGS 8150. CSP: 1, 6. This course presents applications of important statistical models for organizational analysis and decision making. Applied research based on observational studies is emphasized. The SAS statistical package is employed to analyze data using various statistical techniques. Examples of statistical models and techniques include exploratory data analysis, factor analysis, regression analysis, discriminant analysis, and cluster analysis.
Credit Hour(s): 3.0
Human Resource Management. (Formerly HRM 8150) Prerequisite: none. This course provides a survey of the field of human resource management. Topics covered include strategic human resource management, recruitment, selection, performance evaluation, training and development, compensation, and labor relations.
Credit Hour(s): 3.0
Legal and Ethical Environment of Human Resource Management. (Formerly HRM 8230) Prerequisite: None. This course examines legal issues related to various aspects of human resource management. Students review legislation and case law related to discrimination, employment-at-will, negligence, contingent workers, safety, compensation, and labor. Emphasis is placed on avoiding unnecessary litigation.
Credit Hour(s): 3.0
Human Resources Recruitment and Selection. (Formerly HRM 8430). Prerequisite: MGS 8300. This course focuses on the human resource recruitment and selection functions of orgainzations. Topics covered in- clude methods of recruitment, organizational choice, job analysis, validation, laws pertaining to equal employment opportunity, interviewing, testing, and orgainzational socialization. Both the theoretical foundations of the re- cruitment and selection functions as well as the practical application of these activities are presented.
Credit Hour(s): 3.0
Strategic and International Human Resource Management. (Formerly HRM 8990) Prerequisite: None. This course focuses on domestic and international strategic human resource management issues. The course is divided into two sections. The first considers the organization's competitive environment and structure, strategic management concepts relevant to development of human resource strategies, environmental scanning, human resource planning, and select strategic issues. The second expands on domestic human resource activities into the international arena and covers the international organization context, control over operations and personnel, and functional human resource activities within the international context.
Credit Hour(s): 1.0 TO 3.0
Directed Reading in Managerial Science. (Formerly DSc 8389, HRM 8389, ENT 8389, MGT 8389) Prerequisites: Consent of instructor, good academic standing
Credit Hour(s): 3.0
Strategic Compensation. (Formerly HRM 8470) Prerequisite: MGS 8300. This course focuses on how organizations use pay, benefits, and reward systems to attract, retain, and motivate employees. Linkage between compensation and firm competitiveness are emphasized. This course is relevant for both small and large businesses.
Credit Hour(s): 3.0
Field Research in Human Resource Management. (Formerly HRM 8900). Prerequisite: MGS 8300, consent of instructor., CSP" 1, 2, 4. This course is a joint university-corporation venture. Students work in groups of two to three to solve a problem posed by a corporate sponsor. Each group is responsible simultaneously to the instructor and to the corporate sponsor. Groups design their research studies and obtain approval from the instructor and the corporate sponsor and then implement their studies and report findings to the instructor, class, and sponsors.
Credit Hour(s): 3.0
Organizing to Compete. (Formerly MGT 8200) Prerequisite: none. In this course, students learn to design, analyze, and understanding organizations. They first examine common organizational structures and processes and discuss ways to manage them. Then they develop relevant skills through in-class exercises, videos, and case analyses. Particular attention is given to organizational design and adaptation, social networks and group dynamics, sources and uses of power, and management of innovation. Throughout the course, individuals apply theories of organization to enhance their own and their organizations' competitive position.
Credit Hour(s): 3.0
Enhancing Leadership Skills. (Formerly MGT 8430) Prerequisite: MBA 8160. CSP: None. Participants in this course are introduced-to various pro- cesses and tactics that are used to enhance leadership skills, as well as to various perspectives on important leadership skill content that can help to guide and motivate their development as leaders. They undergo assessments of their leadership-relevant skills and characteristics, and receive guidance on how to improve as leaders. Skills im- provement comes from enhanced insight and knowledge, act- ivities conducted in class, as well as from out-of-class tasks that participants design themselves. The course is premised on the assumption that participants have had some leadership experience, since the course requires partici- pants to reflect on their leadership experiences and skills so that their leadership skills can be improved.
Credit Hour(s): 3.0
Coaching for Leadership. (Formerly MGT 8425) Prerequisite: none. CSP: 1, 6, 7. This course identifies the roles of leadership coaching and links the applications of behavioral theory to the coaching process. The course enables students to apply appropriate assessment activities, goal-setting activities, communica- tion processes, well-designed interventions, and feedback activities to an effective coaching process. This course focuses on one-on-one coaching relationships.
Credit Hour(s): 3.0
Leadership Issues: Corporate Governance. Prerequisite: None. CSP; 1, 6, 7. This course addresses some of the global leadership issues that executives face in the areas of corporate governance and corporate accountability. To secure the support of key stakeholders, executives are being asked to articulate their companys vision, strategy, and policies in the areas of corporate governance, outsourcing, the environment, and health. We will study both best practices and some of the high profile examples of companies that have been criticized because of poor corporate governance and lax policies that protect the interest of employees, customers, and the firms brand value. Lastly, the course will draw extensively on outside speakers and you will hear from corporate governance experts, CEOs, and members of Board of Directors of leading companies.
Credit Hour(s): 3.0
Negotiation and Dispute Resolution. (Formerly HRM 8210) Prerequisite: None. This course is designed to provide an understanding of the theory of negotiation, conflict, and complaint handling, especially as practiced within the corporation and in other institutions. It is intended to be applicable to a broad spectrum of dispute and complaint problems faced by managers and professionals. The content is applicable to anyone who will negotiate agreements, face "people problems" in any aspect of work life, or be exposed to complaints or grievances arising out of the employment relationship.
Credit Hour(s): 3.0
Power in Organizations. (Formerly MGT 8435). Prerequisite: none. CSP: 1, 6, 7. Students examine sources of personal and organizational power, then develop skills for obtaining and using power. The course focuses on management-oriented views of resource control and dependency as well as strategic, political, and service-based approaches to power. Through case studies, exercises, and in-depth discussions, students learn to apply the theories to their own and others' circumstances.
Credit Hour(s): 3.0
Work Team Design and Development. (Formerly MGT 8440). Prerequisite: MBA 8160. This course provides a structured approach to designing, implementing, and developing work teams in organizations. Topics include: work teams as a vehicle to improving organizational performance, designing a team-based organization, work team implementation issues, training and developing teams, team-building programs, and leadership in a team-based organization.
Credit Hour(s): 3.0
Organizational Development and Change. (Formerly MGT 8450) Prerequisite: MBA 8160. This course is designed to train theorists/researchers/practitioners in organizational development and change. It provides an overview of the theory and practice of making organizations more effective by changing individual attitudes and behaviors, group relationships, and organizational cultures. An experiential approach to organizational development interventions and methods is offered.
Credit Hour(s): 3.0
Strategic Leadership: Leading Implementation of Strategy. Prerequisites: It is recommended that students take MGS 8420 or a similar course prior to taking MGS 8455. CSP: 1, 7. This course focuses on one of the more important areas in strategic management and one of the biggest challenges in leadership: The role of CEOs and other top managers as the leader of strategy implementation. The basic objective of this course is to develop a student's ability to understand the role and effect of the leader on the company's strategy, performance, and vitality. Students will increase their capabilities in strategic leadership when evaluating situations, identifying alternative plans of action, making strategic choices, and implementing these choices with effectiveness.
Credit Hour(s): 3.0
Consulting Practice and Theory. (Formerly MGT 8460). Prerequisite: none. CSP: 1, 2, 6, 7. This course provides a detailed study of the management consulting process. Primary topics include organizational entry, contracting, data collection, intervention delivery, intervention evaluation, management of the consulting process from beginning to end, and organizational exit. Students prepare a proposal for services to a client organization.
Credit Hour(s): 3.0
Entrepreneurship and Enterprise. (Formerly ENT 8000) Prerequisite: none. CSP: 1, 2, 6, 7. This is an introductory survey course for students who might be interested in starting their own businesses or who might develop new businesses in the corporate environment. The environment of entrepreneurship and the behaviors of entrepreneurs are studied. Students learn how to recognize and evaluate new business opportunities. Two major activities in the course are to interview entrepreneurs and to study the feasibility of a business idea.
Credit Hour(s): 3.0
Business Plan Development. (Formerly ENT 8100) Prerequisite: MBA 7010, MGS 8500; or consent of instructor. CSP: 1, 2, 6, 7. In this course, students develop a business plan either for an independent new venture or for a new corporate venture. The principal objective is to learn how to prepare a full business plan that is ready to be presented to investors. Students present their plans to investors or enter them in a business plan competition. Students critically evaluate the business plans of others, and they interact with investors. Students take Ent 8100 or Ent 8200, but not both.
Credit Hour(s): 3.0
Venture Creation in Electronic Commerce. (Formerly ENT 8200) Prerequisite: MBA 7010, MGS 8500; or consent of instructor. CSP: 1, 2, 6, 7. This course examines the development of digital, or electronic, commerce through the creation of prototype electronic ventures by student teams. The ventures may be independent or corporate ventures. Topics include business creation, electronic commerce opportunities, technology of the Internet, entrepreneurship using the World Wide Web, and new venture development. Existing web-based businesses are examined. This course is appropriate for students whose programs of study emphasize electronic commerce or entrepreneurship. Students take Ent 8100 or Ent 8200, but not both.
Credit Hour(s): 3.0
Field Study in Entrepreneurship. (Formerly ENT 8900). Prerequisite: consent of instructor. This course immerses graduate students in the planning and execution of complex entrepreneurial activities in a small existing business. Activities involve new business formation, new product planning and introduction, organization direction setting and control, and management of growth or turnaround. While students are under the general supervision of the faculty, they are expected to display responsible independent action and to interact frequently with a business founder, owner, or chief executive. The course may be repeated once for credit.
Credit Hour(s): 3.0
Competitor Analysis. (Formerly MGT 8820). Prerequisite: MBA 8130 or Fi 3300. CSP: 1, 2, 6. This course focuses on developing the analytical and decision-making skills required to conduct a competitor analysis. Students master analytical frameworks that link competitor market position and inter-organizational relationships, and competitor goals, capabilities, and infrastructure to current and projected competitive actions. Students use these frameworks to evaluate competitive situations and make projections about future scenarios that can be used in the development of business-level strategy.
Credit Hour(s): 3.0
Operations Planning. (Formerly MGT 8510). Prerequisite: MBA 8150 or consent of the instructor. CSP: 1. This course covers the design of information and decision systems for allocating resources and scheduling activities. Emphasis is on the managerial aspects of the design of integrated planning and control systems. Topics include inventory control, forecasting, capacity planning, scheduling, material and resource requirements planning, and the design of computer-based systems for integrated planning and control.
Credit Hour(s): 3.0
Project Management. (Formerly MGT 8580) Prerequisite: An introductory course in probability and statistics. This course covers management techniques that are applicable to a wide variety of project types including information systems development, business start-ups, marketing campaigns, facility relocations, construction, research, and special events. Emphasis is on processes for scheduling, budgeting, and controlling projects. The selection and application of project management software are addressed. Other topics include project organizational structures, qualifications and roles of the project manager, project leadership, team building, and the management of conflict and stress in projects.
Credit Hour(s): 3.0
Operations Strategy. (Formerly MGT 8540) Prerequisite: MBA 8150 or consent of instructor. This course addresses the development and implementation of production/operations strategy and the integration of this strategy with the corporate, business, and other functional strategies of the organization. Topics include alternate production strategies and their characteristics, strategy selection, technology management, organization design for operations, integration of information technology into the production environment, and implementation of operations strategy.
Credit Hour(s): 3.0
Simulation. (Formerly MGT 8550). Prerequisite: MBA 7020. CSP: 1. This course studies the application of computer-based simulation models as management tools in planning, policy formulation, systems analysis/design, research, and training. It covers the process by which simulation models are developed, validated, and experimentally manipulated. Exposure to simulation modeling programs is also included.
Credit Hour(s): 3.0
Quality Management. (Formerly MGT 8560) Prerequisite: MBA 8150 or MGS 4700 or consent of instructor. This course addresses a strategic, structured approach to the design and development of quality management programs in manufacturing and services. The analytical and behavioral aspects of quality management are addressed. Topics include the strategic importance of quality to organization success and the importance of customer orientation and human resource management in a total quality management program.
Credit Hour(s): 3.0
Service Operation Management. Prerequisites: MBA 8150 or consent of instructor. CSP: 1, 2, 3. This course focuses on the analysis of service sector per- formance and methods designed to improve service operations from a competitiveness standpoint. The topics covered are cross-functional in nature including operations, marketing, human resource management, information technology and entre- preneursip and are presented as an integrated systems approach to the service organization.
Credit Hour(s): 3.0
Management Studies Abroad. (Formerly MGT 8660). Prerequisite: MBA 8160, consent of the instructor. Emphasizing a collaborative rather than competitive learning environment, this course examines the interrelatedness of economic, political, legal, social, and cultural factors on cross-cultural management issues. Concepts of human be- havior, motivation, strategy, and labor/management relations are linked to practice in different national settings. An extensive international on-site program is an intergral part of this program. Interviews are conducted at a broad range of organizations and industries. Objectives include culti- vating a global mindset and developing a richer under- standing of international business challenges relating to management. Company visits showcase evolving corporate profiles in the global marketplace.
Credit Hour(s): 3.0
Seminar in the Decision Sciences. (Formerly DSC 9200) Prerequisite: consent of the instructor. This course concentrates on the elements of the decision process. The primary media used for instruction are presentations of decision-making applications in organizational environments.
Credit Hour(s): 3.0
Reading Seminar in the Decision Sciences. (Formerly DSC 9250) Prerequisite: consent of the instructor. The coverage of this course is highly variable. The course allows a student with a special interest in an area to pursue his or her interest in whatever depth and direction are appropriate. Examples of such areas are topics not covered in other course offerings and special in-depth coverage beyond normal course offerings. Instruction and guidance are normally on a tutorial basis.
Credit Hour(s): 3.0
Seminar in Human Resource Management. (Formerly HRM 9800). Prerequisite: consent of the instructor. This course presents doctoral students with an in-depth review of the research literature in human resource management. Topics such as the history and development of human resource management, job analysis, employee recruitment and selection, performance appraisal, compensation, and the legal environment of human resource management are examined. Emphasis in the course is given to issues of theory and research methodology.
Credit Hour(s): 3.0
Seminar in Macro Human Resource Management. (Formerly HRM 9900). Prerequisite: consent of the instructor. This is a Ph.D. seminar focusing on in-depth review of theory and research relevant to domestic and international strategic management of human resources. Topics covered are strategic human resource management theory and research; compensation theory and research, with special emphasis on developments which may have societal policy implications; labor relations theory and research, including cross-cultural labor relations research; and new developments in the management of people by contemporary organizations.
Credit Hour(s): 3.0
Directed Reading in Managerial Sciences. Prerequisite: Consent of the instructor and PhD coordinator; good academic standing. This PhD-level course allows a student with a special interest in an area to pursue that interest in whatever depth and direction are appropriate. Examples of such areas are topics not covered in other course offerings and special in-depth coverage beyond normal course offerings. Instruction and guidance are normally on a tutorial basis. Because topics may vary, students may take this course multiple times.
Credit Hour(s): 3.0
Seminar in Organizational Behavior. (Formerly MGT 9200). Prerequisite: consent of the instructor. Operating from an interdisciplinary framework, this seminar is designed to explore the function, structure, and goals of organizations as political, social, and economic units. Emphasis in this course is placed primarily upon the patterns of relationships that are manifested during the various phases of organizational development. Special attention is also given to all forms and types of research, both of an ephemeral and a classical nature, which provide an understanding of the complexities of organizations and organizational behavior.
Credit Hour(s): 3.0
Seminar in Organization Design and Implementation. (Formerly MGT 9400). Prerequisite: MBA 8160, MGS 8200, MGS 9200; or consent of the instructor. This seminar is designed to train theorists/researchers/practitioners in the design, redesign, and implementation of effective organizations. The seminar focuses on the analysis, planning, implementation, and evaluation of the social and technical systems of organizations with emphasis on the structural changes necessary to improve and maintain productivity and on the quality of work life.
Credit Hour(s): 3.0
Methodology of Behavioral Research in Organizations. (Formerly MGT 9300). Prerequisite: consent of the instructor. This course entails the intensive study and analysis of various research and statistical methods in the behavioral sciences as applied toward the solution of problems in industry, business, government, and education. The objective of this course is to prepare the student for independent and meaningful empirical organizational research using the methodology of the behavioral sciences. For each of several topics, the student is provided a list of methodological sources, applications, and discussion questions. Students are called upon in class to demonstrate their mastery of these concepts and methodologies and their attendant applications.
Credit Hour(s): 3.0
Seminar in Advanced Topics in Contemporary Behavior. (Formerly MGT 9500). Prerequisite: Consent of instructor. This course is devoted to the investigation of significant topics in organizational behavior. It is intended primarily for advanced doctoral students. The course can be repeated when the topics vary; topics are announced in advance.
Credit Hour(s): 3.0
Seminar in Strategic Management Foundations and Current Perspectives. (Formerly MGT 9000). Prerequisite: MBA 8150 or consent of the instructor. CSP: 1. This seminar encompasses classical and cutting-edge strategic management research. In line with the multi-disciplinary approach of strategic management, the course is structured around the predominant theoretical prespectives in the field. In addition, the course explores recent applications of emerging theories to strategic management. By examining each theoretical perspective critically, including the extant empirical evidence, the course addresses the contributions and limitations of any given theory for an understanding of strategic management.
Credit Hour(s): 3.0
Seminar in Competitive Strategy. Prerequisite: Ph. D. student status CSP: 1, 6, 7. This course is a doctoral level seminar on the major theoretical and empirical approaches to business-level strategy or competitive strategy research. The main objective of the course is to familiarize students with the basic assumptions concepts and theories underlying these topics in the field. The course is intended to expose students to the major theoretical 'lenses' that underpin current research in the field and the major research issues to which they are applied. Students will analyze and discuss the major questions in the field and explore ways in which those questions may be addressed both theoretically and empirically.
Credit Hour(s): 3.0
Seminar in Corporate Strategy Prerequisite: Ph.D. student status. CSP: 1, 6, 7. This doctoral seminar provides a comprehensive examination theoretical, empirical, and methodological issues in corpo- rate-level strategy research, which includes diversification actions, such as related diversification, conglomerates, and vertical integration. Equally important, corporate strategy encompasses issues surrounding M&A's, joint ventures, alliances, divestment, turnaround, and bankruptcy. Cutting edge topics include technology, innovation, new organiza- tional forms, international issues, governance concerns, and complex interorganizational interdependencies. Students will interpret, integrate, and extend the current literature to enrich their understanding of value creation through corporate strategy.
Credit Hour(s): 3.0
Seminar in Entrepreneurship. Prerequisite: Ph.D. student status. CPS: 1, 6, 7. This doctoral seminar is designed to acquaint students with the theories and research related to entrepreneurship. The examination of the literature covers several broad topics: definition of the field, entreprenurial processes from the perspective of individuals and firms (including venture creation, growth, and financing), the social and environ- mental contexts of entrepreneurship (including specialized contexts such as science & technology and corporations), and research methods. Students examine a number of articles concerning each topic, questions that are as yet unexplored, and some the methodological issues that must be tackled to conduct empirical research in the area.
Credit Hour(s): 3.0
Seminar in Strategy Formulation. Prerequisite: Ph.D. student status. CSP: 1, 6, 7. The objective of this doctoral seminar is to acquaint students with the theories and research related to strategy formulation. Students will read, critically analyze and discuss classic and current writings on the processes associated with strategy formulation and the various contexts that affect the process by which competitive strat- egies are developed in organizations. Topics included in this literature include theories of organizational change, decision making processes, top management team attributes, organizational resources, and characteristics of the external operating environment. Student will explore ways in which emerging issues in strategy formulation can be addressed both conceptually and empirically.
Credit Hour(s): 3.0
Seminar in International Strategy. Prerequisite: Ph.D. students status CSP: 1, 6, 7. The objective of this doctoral seminar is to provide a critical survey of the theoretical and empirical literature on international strategy issues. Students will read, analyze , critique and extend research that investigates sources of competitive effectiveness in an international context from a variety of theoretical and empirical per- spectives.
Credit Hour(s): 3.0
Seminar in Operations Management. (Formerly MGT 9600). Prerequisite: MGS 8710. This seminar examines the major problem areas, research findings, and research methodologies of operations management. Emphasis is on the critical evaluation of current theory and methodology and on the development of research proposals.
Credit Hour(s): 3.0
Advanced Calculus and Matrix Algebra. (Formerly DSC 8070) Prerequisite: Math 1220. This course may not be counted for degree credit in the RCB's doctoral program. This course presents calculus and linear algebra topics to provide the student with the mathematical background necessary for advanced statistics courses. Calculus topics include techniques of integration, functions of several variables, and infinite series whereas linear algebra topics include methods of solving systems of linear equations, vectors, linear transformations, determinants, and matrix eigenstructure.
Credit Hour(s): 3.0
Probability and Statistical Theory I. (Formerly DSC 8080) Prerequisite: MGS 9910 and introductory statistics equivalent to Math 1070. CSP: 1. This course presents a general outline of the mathematical theory of probability and statistics. Topics include random variables, discrete and continuous probability distributions, sampling distribution theory, estimation, and multivariate distributions.
Credit Hour(s): 3.0
Probability and Statistical Theory II. (Formerly DSC 8090). Prerequisite: MGS 9920. This course covers advanced topics in the theory of probability and statistics including Bayesian estimation, chi-square tests, quadratic forms, analysis of variance, nonparametric statistics, sufficiency, and the multivariate normal distribution.
Credit Hour(s): 3.0
Design and Conduct of Experiments. (Formerly DSC 8820) Prerequisite: MGS 9920. (Formerly DSC 8080) CSP: 1, 2, 6, 7. This course examines epistemologies and methods that lie at the heart of experimental research. It covers validation of experimental instruments, internal and external validity, and statistical conclusion validity derived through the family of ANOVA techniques, regression, and structural equation modeling. Students learn how to properly design an experiment and how to handle problems that come up in actually conducting experiments.
Credit Hour(s): 3.0
Regression Analysis. (Formerly DSC 8840). Prerequisite: MGS 9920 and BA 6000. CSP: 1, 6. The focus of the course is on regression as an inferential tool for conducting empirical research. As such, in-depth coverage is given to the topics of parameter estimation, hypothesis testing, and residual analysis. Multicollinearity diagnostics and remedies are discussed, and several special topics are covered.
Credit Hour(s): 3.0
Multivariate Data Analysis. (Formerly DSC 8860) Prerequisite: MGS 9950 or Econ 8750, and BA 6000. CSP: 1, 6. Multivariate data analysis is illustrated for data re- duction, quasi-experimentation, and true experimentation. Critical assessment of published research is the key goal. Among various techniques covered are multivariate hypothesis testing, principal components analysis, factor analysis, cluster analysis, discriminant analysis, canonical analysis, multivariate analysis of variance, and multivariate analysis of covariance.