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Human Resource Management

MGMT700 - 21st Century Global Leadership

21st Century Global Leadership

MGMT701 - Fundamentals of Executive Management

This course introduces the fundamentals of management principles. It emphasizes creative management in dynamic organizations, assessing business opportunities, organizational linkages, ethics and social responsibility, and bench-marking.

MGMT702 - Research Methods

This course introduces both qualitative and quantitative research methodologies, providing the student with an overview of the different steps in the research process. The course evaluates common methods of data analysis, develops skills in critical thinking, and provides experience in data analysis using SPSS.

MGMT703 - Strategic Information Management

This course presents the conceptual foundations of information technology and examines the development, application, and advances of information technology resources in organizations. With a focus on the managerial perspective, students investigate issues related to the development of contemporary systems development approaches.Formerly - Management Information Systems

MGMT704 - Financial Management

This course focuses on understanding the fundamental principles of finance, including financial statement analysis, present/future value/ NPV/discounted cash flows, capital budgeting, and risk analysis.

MGMT705 - Organizational Theory

This course studies the behavior of individuals and groups within organizations, and the influence that the environment has on such behaviors. The course is primarily experiential and case-based. Formerly - Organizational Behavior

MGMT706 - Marketing Management

This course provides a decision-oriented overview of marketing management in modern organizations. The emphasis is on developing skills in identifying marketing opportunities, utilizing segmenting, targeting and positioning, and planning and communicating integrated marketing strategies.

MGMT707 - Operations Strategy

This course involves the study of concepts relating to the operations function in both manufacturing and service organizations. Students study how the operations process is responsible for planning, organizing, and controlling resources in order to effectively and efficiently produce goods and services. Formerly - Operations Management

MGMT708 - Aging & Technology

This course identifies and explores aging demographic trends as they relate to technological products, prototypes, and processes and the effect of technology on healthcare, long term care facilities, and the home.

MGMT713 - Fundraising & Development

This course examines the critical role of fundraising and development in successful non­profit organizations. Students learn to analyze, plan, and evaluate a comprehensive fundraising program and to create elements of a professional fundraising portfolio. The course explores management and leadership issues associated with the rapidly changing field of development and philanthropy.

MGMT714 - Principles of Project Management

This course focuses on the essentials of project management. It approaches project management from the standpoint of managing a single, stand-alone project that is small to medium in size. The course takes attendees through the project life cycle in the same sequence they would face when managing a real project in the workplace. Topics covered include the product and project life cycles, including initiation, planning, executing, controlling, and closing.

MGMT720 - Social Gerontology

This course develops the student's understanding of the physiological, psychological, and social effects of aging.

MGMT721 - Elder Care Policy & Politics

This course examines the environment in which elder care services are delivered. The course examines legal, regulatory and public policy issues, as well as some of the resulting financing options (e.g. Medicare, Medicaid, and private long-term care insurance).

MGMT722 - Housing & Long-Term Care Options

This course introduces issues related to housing and long-term care options for older adults. The course examines the continuum of care available, including home care, adult day care, assisted living, CCRCs, nursing homes, and general retirement communities.

MGMT724 - Marketing to Seniors

This course utilizes a combination of family life cycle and cohort marketing frameworks to understand the issues in marketing products and services to elderly consumers. Students prepare detailed marketing plans and implementation programs for firms or organizations specializing in senior customers.

MGMT726 - Services & Programs for Older Adults

This course examines the theory and practices relevant to the management and administration of programs for the elderly. Deficiencies in current programs and alternative modes of care for the elderly are explored.

MGMT728 - Human Resources Management

This course examines the staffing function of management including planning, recruiting, selection, training, motivation, appraisal, compensation, labor laws, and organizational development. The course also addresses the current issues affecting the human resource manager including the changing work force and need to increase productivity as well as changes in the areas of unions and affirmative action.

MGMT730 - Health Management for Seniors

Health management for older adults is a major issue in contemporary society. This course pro­vides the knowledge base and skill set necessary for interdisciplinary professional practice. The course is conducted in collaboration among Harvard Medical School, Simmons School of Social Work, Massachusetts General Hospital Institute of Health Professions, Boston University Sargent College of Health and Rehabilitation Sciences, and Northeastern University School of Pharmacy.

MGMT731 - Human Resource Law

This course introduces students to individual employment law, which is concerned with rules that govern the relations between employers and employees, primarily as applicable to non-unionized workers. The course includes such subject areas as identifying a contract of employment, creation and modification of the employment relationship, the common law obligations of employee and employer, the employer’s statutory obligations to its employees, privacy in the workplace, human rights legislation in the workplace, and the termination of employment.

MGMT733X - Navigating Fin Systems in Elder Care

This course describes and analyzes the financing of the health and long term care system for the elderly and adults with disabilities. Course will review the current long term care system; core financing public mechanisms of Medicare and Medicaid; integration of Medicare and Medicaid for dual eligibilities; intersection of long term care finance with different models of care (PACE, Special Needs Plans); additional mechanisms of long term financing along with relative strengths and limitations; role of government, private sector, and individuals in financing long term care; shortcomings of the current long care system and needs for the future delivery and financing of care; exploration of future policy directions and agendas.

MGMT734 - Aging in American Society

Aging in American Society

MGMT735 - Planning & Writing Grant Proposals

Federal, state and local governments and private foundations have billions of dollars in grant funding to help non-profit organizations carry out their missions. But demand for these resources has increased tremendously in recent years. If an organization is going to compete effectively for the funds it needs, it must develop and carry out a coherent fundraising strategy. Course presentations and exercises cover differences among funding sources, how to research these sources and match a group's mission to a funder's philosophy, and a detailed discussion of how to convert an organization's needs and assets into a successful grant proposal.

MGMT737 - Capital Campaigns & Major Gifts

The core of any fundraising effort is the annual campaign. This course focuses on development of skills for entry or advancement in the fundraising profession. Topics include campaign organization (goals, plan, and calendar); the board and volunteers (their roles, responsibilities, recognition, care and handling); expanding the donor base; solicitation techniques and methods, prospects, ratings, and assignments; direct mail; special events; meetings and agendas; major gifts; and the organizational process.

MGMT740 - Consumer Behavior

This course explores how and why consumers behave the way they do. Consumers can be indi­vidual households buying goods and services for their own consumption or they can be buyers in industrial and other business-related markets. The course takes an interdisciplinary, in-depth approach to the study of buyer behavior.

MGMT741 - Marketing Research

This course provides an understanding of the theory and the methods of marketing research through class discussions and project work. The emphasis in this course is on marketing research as an aid to management decision making.

MGMT743 - Fundraising Concepts/ Practices

Fundraising Concepts/ Practices

MGMT744 - Global Marketing

The purpose of this course is to explore the nature of marketing in a global context. This includes the decision of extending or adapting domestic marketing strategies for use abroad and the special demands of managing the marketing functions globally. Major emphasis is on devel­oping global marketing strategies. However, the course also addresses issues of importance to entrepreneurs just entering global markets.

MGMT745 - Marketing Strategy

This course emphasizes the development of analytical skills for marketing decision making, strategic marketing management concepts, and the effective formulation/implementation of strategic market plans. A variety of teaching methods are used, including cases, lectures, discussion and a computerized marketing simulation. Prerequisite: completion of at least two marketing courses.

MGMT746 - E-Commerce

This course addresses issues related to developing an Internet strategy for both pure play e-tailers and existing brick and mortar organizations. In particular, the course investigates opportunities and threats created by e-commerce, driving Web traffic and developing a customer focus, dealing with disruptive technologies, implementation strategies for new technologies, building trust through security, electronic payment systems, and the international, ethical and public policy challenges raised by electronic commerce.

MGMT748 - Social Marketing

This course is an application-based course that concentrates on marketing plans for non-profit organizations and marketing plans to implement changes in social policy.

MGMT749 - Ethical Theory & Management

This introduces the discipline of ethical analysis and its application to management. The course examines different methods of value clarifications, the sources of ethical conflict in management practices, the structure of ethical argu­ments, as well as the ethical theories and principles associated with management. The course also explores how these concepts are concretely applied in organizations and professional life.

MGMT751 - Business Strategy

This course studies strategy formulation and implementation in international and domestic business enterprise. Case analysis and other appropriate methodologies are used to develop the skills and judgment necessary to provide overall direction to the organization. In particular, the course emphasizes the translation of strategy formulation to strategy implementation.

MGMT752 - Change Management

This course focuses on how organizational change can be managed. In order to survive in rapidly changing and highly competitive operating environments, organizations must learn how to continually adapt, evolve, contract, expand, and innovate. Organizational change management is about implementation of business strategies, and more generally, new ideas and practices.

MGMT798 - Research Project Capstone

In this course, students undertake comprehensive research projects under the direction of a faculty mentor. The project is an intensive study based on action research models from the behavioral sciences enabling the student to demonstrate the mastery of the concepts, ideas, knowledge, and insights implicit in the Master of Science in Management curriculum. No later than the semester preceding the undertaking of the Research Project, the student should present to the designated faculty mentor a two-page summary of the proposed research. Each student makes a public and professional presentation of their Capstone Project findings. This course is taken during the student's final graduate semester.The internship is a hands-on working experience in the student’s field of concentration requiring a minimum of 150 hours of placement under the supervision of both an employer and a faculty member. Beginning in the semester preceding the internship placement, the student identifies what type of organization they desire for their internship. The student holds primary responsibility for obtaining a field experience site and is responsible for setting up interviews with prospective internship sites.. The internship supervisor monitors student performance and visits internships sites as needed. On completion of the internship, the student submits a reflection paper to the faculty supervisor on their experience. Students may not perform internships at their current place of employment without prior consent of the Dean of Graduate and Professional Studies. Each student makes a public and professional presentation of the Graduate Internship experience. This course is taken during the student’s final graduate semester.

MGMT799 - Internship Capstone

The internship is a hands-on working experience in the student’s field of concentration requiring a minimum of 150 hours of placement under the supervision of both an employer and a faculty member. Beginning in the semester preceding the internship placement, the student identifies what type of organization they desire for their internship. The student holds primary responsibility for obtaining a field experience site and is responsible for setting up interviews with prospective internship sites.. The internship supervisor monitors student performance and visits internships sites as needed. On completion of the internship, the student submits a reflection paper to the faculty supervisor on their experience. Students may not perform internships at their current place of employment without prior consent of the Dean of Graduate and Professional Studies. Each student makes a public and professional presentation of the Graduate Internship experience. This course is taken during the student’s final graduate semester.