Courses

BUS 100. INTRODUCTION TO BUSINESS MANAGEMENT (3)
This course introduces students to a variety of business systems, including management strategies, marketing, accounting, and finance. Students will discuss basic terms and concepts and have opportunities to learn how business decisions are made. The course is designed for first-year students and sophomores who have not declared a major or minor in business management. It will count for elective credit (not business management credit) and is not required for the business management major or minor.
Variable semesters. Department.

BUS 105. QUANTITATIVE REASONING FOR BUSINESS (4)

The course will use mathematical operations to solve practical business application problems. The core topics include an approach for solving word problems in business, graphs and their meaning, statistics, mathematics for marketing, banking, finance and accounting, as well as how to read, analyze, and interpret financial reports. The course is required for all business management students but is open to all students. Potential business students who did not receive a medium math placement, or better, are strongly encouraged to take it their first semester. Also, this course (along with an A- or better in EC 100 ) may serve as a prerequisite for EC 101 and EC 102 (instead of MA 160). Prerequisite: none.
Fall semester, repeated spring semester. Bowen

BUS 110. PRINCIPLES OF ACCOUNTING I (3)
Fundamental principles and concepts of accounting and their application to sole proprietorships. Emphasis on cash flow considerations and control aspects of accounting rather than a purely bookkeeping approach.
Fall semester, repeated spring semester. Sherwin.

BUS 120. PRINCIPLES OF ACCOUNTING II (3)
A continuation of fundamental accounting principles and concepts. Emphasis is on corporations, the nature of stock, debt, and working capital; interpretation of financial statements; and managerial departmental accounting concepts. Prerequisite: BUS 110. Pre/corequisite: MA 160 (114) or math placement test results of MA 170 (117) or higher.
Fall semester, repeated spring semester. Sherwin.

BUS 141. INTRODUCTION TO ENVIRONMENTAL MANAGEMENT (3) (GEN ED. #11)
This course will examine the objectives and best sustainability practices of leading nonprofit and for-profit companies. In addition, the course will look at "green" initiatives at Goucher College and at business throughout the world. Environmental topics discussed will include renewable energy sources, recycling, ecotourism, sustainable fishing, toxic site remediation, urban planning, and hotel and construction green practices. Students will learn from participating in group projects, activities on campus, and listening to green practitioners visiting class.
Fall semester. Hubbard.

BUS 160. PERSONAL FINANCIAL PLANNING (3)
This course addresses each of the major financial challenges facing individuals and families, e.g., financial planning and budgeting, managing assets, credit decisions, insurance, investments, and retirement and estate planning. In addition to class discussion and writing exercises, students will use financial planning models and techniques to solve actual or simulated real-life financial problems. Prerequisites: basic understanding of Excel, or permission of instructor.
Variable semesters. Ricciardi.

BUS 170. INTRODUCTION TO ARTS ADMINISTRATION (3)
An overview of the burgeoning field of arts administration for those considering the profession and for artists and performers who want to understand the administrative aspects of a nonprofit arts organization. Topics include organizational purpose and management structure, leadership, board governance and issues, fundraising, financial management, program and artistic development, and promotion. Practical projects and guest speakers from professional performance companies and arts institutions.
Spring semester. Lohr.

BUS 210. FINANCIAL MANAGEMENT (3) (GEN. ED. # 7)
An introduction to corporate finance with an emphasis on financial analysis, time value of money, risk and return, asset valuation, and cost of capital and capital budgeting. The class relies on extensive use of the Internet, annual reports, business literature, and spreadsheet programs in support of financial analysis and risk/return comparisons. Prerequisite: BUS 120, EC 101 or EC 102 (preferably both). Pre/corequisite: EC 206 or MA 140 (MA 105).
Fall semester, repeated spring semester. Ricciardi.

BUS 221. SPECIAL TOPICS IN INTERNATIONAL BUSINESS (3) (GEN. ED. #9 AND #10)
Special topics of current interest. Subject and prerequisites may change from year to year and are announced before registration. May be repeated for credit if topic is different.
Fall semester. Grossman.

BUS 229. MARKETING MANAGEMENT (3) (GEN. ED. #9)
A review of the basic concepts and practice in modern marketing. Course demonstrates marketing principles through and projects related to current events in the manufacturing and service sectors; in profit and nonprofit organizations; and domestic, international, and multinational companies. Students are responsible for conducting market research and presenting analysis of real-world marketing problems and situations. Prerequisite: sophomore standing or permission of instructor.
Fall semester, repeated spring semester. Grossman.

BUS 231. INTRODUCTION TO INTERNATIONAL BUSINESS (3) (GEN. ED. #9 AND #10)
An introduction to the economic, political, and legal environment faced by firms engaged in international business and its implications for national economies. Topic areas include international trade, investment, the global monetary system, the competitiveness of U.S. firms in world markets, national industrial policy, and the ethical dilemmas of conducting international business. Prerequisite: sophomore standing or permission of instructor.
Spring semester. Grossman.

BUS 245. ORGANIZATIONAL BEHAVIOR (3) (GEN. ED. #10)
This course addresses the timeless issues of how we live our lives at work and in other organizations. Scientific and scholarly underpinnings of organizational behavior as a discipline are followed by an in-class organization simulation. Prerequisite: junior standing or permission of the instructor.
Fall semester, repeated spring semester. Bowen.

BUS 247. INTRODUCTION TO HUMAN RESOURCE MANAGEMENT (3)
This course will examine how businesses use their people to the mutual advantage of both. Topics include human resource management versus personnel; pay and benefits; motivation; employee training; employee retention; group structures; and managing trade unions, service organizations, and international employees. Students will work in groups on various topics. Pre- or corequisite: BUS 245.
Fall semester. Hubbard.

BUS 260. SPECIAL TOPICS IN BUSINESS MANAGEMENT (3)
Special topics of current interest. Subject changes from year to year and is announced before registration. May be repeated for credit if topic is different. Prerequisites: specific management and/or economics courses at the 100 level, depending upon topic.
Variable semesters. Department.

BUS 270. CASE STUDIES IN ARTS ADMINISTRATION (3) (FORMERLY BUS 370)
What are the qualifications of a good arts administrator? This course centers on case studies of real arts organizations to present issues and solve management problems. Topics include: artistic content, leadership, fundraising and developing financial resources, community development and educational outreach, audience development, marketing, and crisis communications, technology and cultural facilities. Guest speakers from area organizations are featured. Prerequisite: BUS 170.
Fall semester. Lohr.

BUS 290. INTERNSHIP IN BUSINESS MANAGEMENT (3-4)
Apprenticeships to further students' career development. Placement designed to test academic concepts in a work setting and to bring practical knowledge of a functioning business or government enterprise to the classroom. Prerequisites: junior standing and major or minor in business management or a concentration in arts administration. Graded pass/no pass only.
Variable semesters. Department.

BUS 299. INDEPENDENT WORK IN BUSINESS MANAGEMENT (1.5-4)
Fall and spring semesters; summer. Department.

BUS 320. SMALL BUSINESS MANAGEMENT (3) (GEN. ED. #7)
The role of small business ownership in the economic environment is examined. The course involves in-class workshops, case analysis, and a major project. Explores practices, trends, regulations, and opportunities that affect the smaller enterprise. Prerequisites: BUS 210 and 229.
Variable semesters. Hubbard.

BUS 331. CASE STUDIES IN INTERNATIONAL BUSINESS (3) (GEN. ED. #7 AND #10)
This course examines a broad array of business issues in an international context using a case study approach. By the end of the semester, students will have gained a deeper understanding of important international business issues and sharpened their analytical skill by studying business cases in areas of emerging international trends and markets, ethics, marketing, organizational behavior, communications and culture, financial analysis and forecasting, currency risk management, capital budgeting, valuation, and sustainable business practices. Prerequisite: BUS 210 or permission of the instructor.
Variable semesters. Grossman.

BUS 335. SPECIAL TOPICS IN INTERNATIONAL BUSINESS (3)
Special topics of current interest. Subject and prerequisites may change from year to year and are announced before registration. May be repeated for credit if the topic is different.
Variable semesters. Department.

BUS 355. ADVANCED FINANCE (3)
Selected topics in corporate finance are investigated in depth both from a theoretical and practical perspective. Case analysis supplements class discussion. Financial modeling techniques are also developed using Excel. Prerequisite: BUS 210.
Variable semesters. Ricciardi.

BUS 360. SPECIAL TOPICS IN BUSINESS MANAGEMENT (3)
Special topics of current interest. Subject changes from year to year and is announced before registration. May be repeated for credit if topic is different. Prerequisites: specific management and/or economics courses at the 200 level, depending upon topic.
Variable semesters. Department.

BUS 375. STRATEGIC LEADERSHIP FOR THE ARTS ADMINISTRATOR (3)
What are the most pressing challenges for an arts administrator today? The course considers the responsibilities of management and examines capacity building and fiscal stabilization of arts organizations. Topics include long-range strategic planning, staffing, board, human-resources development, and legal matters and their implications. Students discuss current issues shaping the nonprofit arts field. Practical projects and guests speakers. Prerequisite: BUS 270.
Spring semester. Department.

BUS 380. STRATEGIC MANAGEMENT (3) (GEN. ED. #7)
A straightforward and understandable framework is provided through which students can grasp the complexity of strategic management. The framework is then applied to individual and group cases. Prerequisites: BUS 210, 229, 245, and senior standing; or permission of the instructor.
Spring semester. Grossman.

BUS 400. INDEPENDENT WORK IN BUSINESS MANAGEMENT (1.5-4)
Fall and spring semesters; summer. Department.