Experimental Courses 2022-2023, G-O

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HCM 301X. Introduction to the US Healthcare Industry. (3-0) Cr. 3. F.S.SS. Prereq: Sophomore classification. Overview of the US healthcare delivery system for healthcare managers. Study of the theoretical basis for the system, its history and development, the resources that comprise it, as well as its overall planning, organization, management, evaluation, quality, professions, and its major health policy issues. Examine procedures of how healthcare policy is developed at the federal and state levels, considers the influence of all constituencies in policy formation, and compares existing policy and policy formation in other countries to the U.S. Explore how the healthcare policy environment affects the work of healthcare managers. 

HCM 302X. Economics for Healthcare Managers. (3-0) Cr. 3. F.S. Prereq: Sophomore classification. Explore the economic influences and underpinnings of the healthcare delivery system. Examine the importance of economics in health care decisions, both demand and supply-side factors, and how third-party payers and public policy influence consumption and production of healthcare. Introduction to evaluation of clinical outcomes using cost-effectiveness and other decision-analysis tools. Other topics include asymmetry of information, comparative healthcare systems, and healthcare policy. 

HCM 303X. Healthcare Quality Management. (Cross-listed with SCM 303X). (3-0) Cr. 3. F.S. Prereq: Sophomore classification. The manager’s role in improving healthcare quality and outcomes, including clinical and organizational improvement, and quality improvement practices. Explore how healthcare delivery systems can better measure outcomes from both patient and organizational perspectives. Analysis of quality improvement programs and examination of their adaptability to the healthcare environment.

HCM 404X. Economic Evaluations of Healthcare Interventions. (3-0) Cr. 3. S. Introduction to cost-effectiveness analysis in the healthcare context. Examination of different forms of economic evaluations for healthcare interventions or technology, and how this impacts managerial decision-making. Approaches covered include cost analysis, cost-effectiveness, cost-utility, and cost-benefit; specific methods introduced include decision analysis, Markov models, and different ways of conducting sensitivity analysis. Students will learn how to use these methods for evidence-based and ethical decisions in healthcare and other types of organizations.

HCM 504X. Cost-Effectiveness Analysis. (3-0) Cr. 3. F.S. Prereq: Graduate status. Introduction to economic evaluations of health care interventions or technology. Examines forms of economic evaluations, including cost analysis, cost-effectiveness, cost-utility, and cost-benefit and how they apply to managerial decision-making in healthcare organizations. Focus is on cost-effectiveness analysis as a decision-oriented tool that takes both costs and consequences of actions into account in a systematic way. Methods such as decision analysis, Markov models, and different way of conducting sensitivity analysis. Ethical implications of using cost-effectiveness analysis for managerial decision-making in healthcare organizations are discussed.

HSP M 393CX. HSP M Workshop: Innovations in Chocolate I. (2-2) Cr. 3. F.S. Introduction to the usage of chocolate in the food industry. Properties of chocolate and how to utilize to create chocolate-based recipes and mold chocolate shapes. Learning activities to apply theoretical concepts and gain experience in chocolate melting, tempering, and mixing techniques. Lectures are online.

HSP M 393MX. Hospitality Management Industry Workshop: Molecular Gastronomy. (2-2) Cr. 3. F. Introduction to molecular gastronomy as a type of modern and innovative cuisine through both sweet and savory culinary applications. Develop and apply basic and advanced culinary skills. Basic principles of chemistry, biology, and physics and how they can be used in combination with culinary arts techniques to create unique culinary experiences.

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MGMT 381X. Managing Family Businesses. (3-0) Cr. 3. Prereq: Sophomore classification. Introduction to the important role family businesses play in the domestic and global economies and to the complex challenges and opportunities family businesses and the family members and other people involved encounter. Explore and identify best practices for successfully managing family businesses.

MGMT 470X. Leadership and Change Management. (3-0) Cr. 3. F.S.SS. Prereqs: MGMT 370 or MGMT 371. Practical application of leadership skills required in today's evolving business environment, including the need to effectively manage change. Understand how leaders are able to inspire and lead their peers, direct reports, as well as themselves. Explore methods and activities that support leaders in creating a culture that supports and inspires change within an organization. Examine the most current thinking in the area of leadership and change management and how that thinking translates into implementing successful practices within an organization.

MGMT 474X.  Employee Compensation and Benefits. (3-0) Cr. 3 F.S. Prereq: MGMT 471. Basic strategies, structures, and decisions involving employee compensation and benefit programs, including how these can be used to optimize financial, relational, and societal returns. Prepare management and human resource professionals on this important topic and also to give other future employees a comprehensive look at this key part of the employer/employee exchange dynamic. Provide understanding for individuals to competently manage and negotiate their own compensation lifecycle - from hire, to promotion, job change, and retirement.

MGMT 475X. Employment Law for Human Resources. (3-0) Cr. 3. F.S. Prereqs: ACCT 215; MGMT 471. Fundamentals of U.S. employment law necessary for human resource management. Topics include sources of employment law, classification of workers, lawful hiring practices, liability arising from harassment and discrimination, worker’s rights and duties, employment contract issues, and lawful termination of an employee.

MGMT 476X. Talent Management. (Dual-listed with MGMT 576X). (3-0) Cr. 3. SS. T alent management, similar to human resources and/or human capital management, with a more strategic and integrated flavor. Emphasis on what practicing managers need to know about managing talent. Topics include the importance of strategic and evidence-based approaches to managing and making decisions about human capital (talent); recruiting and retaining talent; selecting talent, including evaluating specific selection methods with regard to their reliability, validity for predicting both performance and potential, fairness et cetera; legal and diversity issues in managing talent; managing talent in groups and teams; evaluating or assessing talent (both performance and potential); managing the performance of, and providing feedback to, talent; developing talent and identifying and developing potential; and managing talent derailment risk. Scientific, systematic, and evidence-based perspective with appreciation for the practical demands.

MGMT 481X. Nonprofit Management . (3-0) Cr. 3. S. Prereq: Junior classification or above. Executives in nonprofits are recognizing the need to incorporate contemporary management skills into their organization and connect their organizations to related business. Executives in for-profit businesses interact with the nonprofit sector in business operations or in service as a board member for a nonprofit organization. Management practices that can be applied across lines in both nonprofit organization and for-profit businesses. Focus on the strategy, governance, management and leadership of nonprofit organizations and explore how this sector fits into the business landscape.

MGMT 520X. Corporate Entrepreneurship, Innovation and Technology Management . (Cross-listed with ENTSP 520X). (3-0) Cr. 3. F.S.SS. Prereq: Graduate classification. Management of venture creation and innovation at large and established organizations. New ideas, concepts, and techniques on how to stimulate and exploit innovative activities to make established firms not only more responsive and flexible, but also more proactive and opportunity-creating. Related approaches combine activities targeted at the individual, team, organization, industry, regional, national and global level. Introduction to how today's large and established corporations (1) identify, develop and exploit innovative opportunities, (2) manage product development processes, and (3) create, spin-in, spin-off and manage new innovative ventures. This case-based course introduces emerging, non-traditional, evidence-based approaches, such as agile product development, design-thinking, entrepreneurial leadership, entrepreneurial ecosystems, open innovation and blue-ocean strategies.

MGMT 523X. Leadership. (3-0) Cr. 3. Prereq: Enrollment in the MBA program or permission of instructor. Applied overview of organizational leadership and teamwork, with special emphasis on the ability to successfully influence in a variety of contexts. Areas of emphasis include: research to better understand the influence process; leadership, followership, and management as a process; change and how to better lead and manage change in organizations.

MGMT 576X. Talent Management. (Dual-listed with MGMT 476X). (3-0) Cr. 3. SS. T alent management, similar to human resources and/or human capital management, with a more strategic and integrated flavor. Emphasis on what practicing managers need to know about managing talent. Topics include the importance of strategic and evidence-based approaches to managing and making decisions about human capital (talent); recruiting and retaining talent; selecting talent, including evaluating specific selection methods with regard to their reliability, validity for predicting both performance and potential, fairness et cetera; legal and diversity issues in managing talent; managing talent in groups and teams; evaluating or assessing talent (both performance and potential); managing the performance of, and providing feedback to, talent; developing talent and identifying and developing potential; and managing talent derailment risk. Scientific, systematic, and evidence-based perspective with appreciation for the practical demands.

MGMT 612X. Seminar in Micro Management Topics. (3-0) Cr. 3. Alt. F. Foundation in micro research including domains of organizational behavior(OB) and human resource management (HR). Discuss classic micro topics (e.g., job performance), as well as topics that exemplify recent advances within the OB/HR literatures (e.g., big data). Multiple levels of analysis and consider how micro topics complement other areas of management research (i.e., entrepreneurship and macro topics). Theory and empirical research within the applied context of the OB/HR environment. Emphasize a systematic and scientific approach to deepeningcollectiveknowledge and understanding of topics.

MGMT 620AX. Special Topics: Resources and Capabilities . (3-0) Cr. 1. S. Prereq: Graduate student enrolled in a PhD program. Provide students with a deeper content knowledge of foundational and contemporary research on organizational resources and capabilities. Concepts (e.g., resources, capabilities, sustainable competitive advantage, knowledge, etc.), theoretical frameworks (e.g., Resource-based Theory; Dynamic Capabilities; Resource-dependency Theory; Knowledge-based view), and relevant findings in this area of research. Multiple levels of analysis and consideration of how these topics emerge across different areas of management (micro and macro) and entrepreneurship research. Theory and empirical research embedded within the applied context of the management field. Emphasis on a systematic and scientific approach to deepening our knowledge and understanding of topics.

MGMT 620BX. Special Topics: Leadership. (3-0) Cr. 1. S. Prereq: Graduate student enrolled in a PhD program. Provide a deeper content knowledge of leadership. Review major behavioral styles of leadership, as well as leader-follower relationships and a variety of other current leadership issues. Multiple levels of analysis and consideration of how these topics emerge across different areas of management (micro and macro) and entrepreneurship research. Theory and empirical research embedded within the applied context of the management field. Emphasis on a systematic and scientific approach to deepening knowledge and understanding of topics.

MGMT 620CX. Special Topics: Groups and Teams. (3-0) Cr. 1. S. Prereq: Graduate student enrolled in a PhD program. Provide content knowledge of research in teams within the field of management, broadly defined. Covers research on teams from the perspective of the input-mediator-output-input model, which considers teams as complex, dynamic, and adaptive systems. Discussion of questions concerning composition and structure, processes and emergent states, and multilevel as well as temporal dynamics. Consideration of teams in students’ specific area of study (e.g., entrepreneurial teams, top management teams). Blend of theory and empirical research within the applied context of the management field. Emphasis on a systematic and scientific approach to deepening knowledge and understanding of topics.

MGMT 620DX. Special Topics: Crafting Research Ideas. (Cross-listed with ENTSP 620DX). (3-0) Cr. 1. S.Prereq: Graduate student enrolled in a PhD program. Role as a scholar is more than publishing research. The purpose of scholarship is to add to usable knowledge – which means knowledge that can be used to solve real-world problems. To publish an article, students need to convince other scholars of the quality of their research. To create usable knowledge, you need to solve a problem that managers face and communicate that solution to managers. Most managers do not read academic journals, so the publication of an article does not guarantee that anyone who needs the knowledge will find it. Introduction an ideal form of scholarship that Andy Van de Ven calls “engaged scholarship.” This form of scholarship requires the rigorous theory and methods but adds the additional component of connecting research to practitioners throughout the research process.

MGMT 620EX. Special Topics: Effective Academic Writing. (Cross-listed with ENTSP 620EX). (3-0) Cr. 1. S. Prereq: Graduate student enrolled in a PhD program. Provide skills and training necessary to navigate the professional landscape of the management and entrepreneurship fields. Discussion of effective academic writing, focusing on the discipline of management (but certainly applicable beyond this field). Blend of theory, research, and practice focused on understanding one's role as a scholar, the implications of scholarly work, and successful advancement through career stages.

MGMT 620FX.  Special Topics: Professional Development in Management and Entrepreneurship Research.  (Cross-listed with ENTSP 620FX). (3-0) Cr. 1. Repeatable. F. Prereq: Graduate student enrolled in a PhD program at ISU.  Provides skills and training necessary to navigate the professional landscape of the management/entrepreneurship fields. Includes topics such as research collaborations and networking, the peer review process, ethics, scholarly writing, presenting scholarly work, developing a research identity, understanding the research process, receiving and utilizing feedback, and navigating career milestones. Blend of theory, research, and practice focused on understanding one's role as a scholar, the implications of scholarly work, and successful advancement through career stages.

MGMT 620GX. Special Topics: Bayesian Analysis in Management and Entrepreneurship Research. (Cross-listed with ENTSP 620GX). (3-0) Cr. 1. Provides a deeper understanding of research methodology. Introduces the fundamental concepts of Bayesian statistics as an advanced methodology to empirically investigate entrepreneurship and management phenomena. Analytical topics include Bayes theorem, prior specification, likelihood functions, Markov Chain Monte Carlo simulations, analysis diagnostics, and posterior distributions. Application topics include Bayesian point estimates, intervals, predictions and hypothesis tests. Contrasts Bayesian approaches with frequentist paradigms such as statistical null-hypothesis significance tests. Designed to complement knowledge of MGMT 609 Organizational Research Methods. Focus on exercises and discussions regarding how to collect, analyze and interpret empirical data to develop and advance micro and macro-level theories in management and entrepreneurship.

MIS 410X. Blockchain and Cryptocurrency. (Dual-listed with MIS 510X). (3-0) Cr. 3. Prereq: MIS 207 or COM S 227. The design and application aspects of blockchain technologies, cryptocurrencies, and the key value these technologies bring - distributed consensus and trust disintermediation. Study of how blockchain technology works with consideration to its potential disruptive impact on business and society. Key concepts include mining, hashing, proof-of-work, proof-of-stake, public key cryptography, smart contracts, and the double-spend problem.

MIS 441X. Cybersecurity Analytics. (3-0). Cr. 3. S. Prereq: MIS 435, MIS 436. Introduction to information security concepts, specifically how adversaries exploit systems and data for their benefit and how organizations can use analytics to detect and respond to security incidents. Survey of existing and emerging machine learning and artificial intelligence security tools for detecting and responding to security incidents.

MIS 510X. Blockchain and Cryptocurrency. (Dual-listed with MIS 410X). (3-0) Cr. 3. Prereq: MIS 207 or COM S 227. The design and application aspects of blockchain technologies, cryptocurrencies, and the key value these technologies bring - distributed consensus and trust disintermediation. Study of how blockchain technology works with consideration to its potential disruptive impact on business and society. Key concepts include mining, hashing, proof-of-work, proof-of-stake, public key cryptography, smart contracts, and the double-spend problem.

MKT 456X. Digital Marketing Analytics. (3-0). Cr. 3. Prereq: MKT 340. Digital marketing provides marketers with a lot of consumer data. This course explores topics such as organic and paid search, social media, and email marketing to understand how they contribute to a cohesive online presence. Identification of key performance indicators to determine the performance of the digital marketing activity in each channel, as well as how to leverage these insights to formulate future strategies are key objectives.

MKT 548X. Customer Relationship Management Strategy and Analytics. (3-0) Cr. 3. Irr. SS. Prereq: MKT 501.  Companies are shifting their focus from products to customers in response to increased globalization and intensity of competition in most markets. New technologies and tools that capture customer data in real time are now available because of the Internet revolution. These two trends in combination have opened up a new way of addressing customers and capturing value from customers--termed "Customer Relationship Management". Focus on the adoption of CRM practices and key strategies that contribute to improved customer and firm performance. Key topics covered include CRM definition and strategy, customer satisfaction and loyalty models, social media and customer engagement, retention and churn models, campaign management and customer value metrics and drivers. Use of customer databases and analytical modeling of important CRM outcomes.

MTEOR 360X. Ocean-Atmosphere Interactions. (3-0) Cr. 3. Prereq: MTEOR 206. The physical interactions between the atmosphere and ocean, and their influence on weather and climate; coupled modes of climate variability and their teleconnections; air-sea feedbacks in the tropics and mid-latitudes. Applied topics include seasonal prediction and climate data analysis.

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