Management Courses

MGT 100. Introduction to Management (1)
Introduction to Management will introduce students to a variety of business systems, including managemnet 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 freshmen and sophomores who have not declared a mjor or minor in management. It will count for elective credit (not management credit) and is not required for the management major or minor.
Variable semester. Department.

MGT 110. Principles of Accounting I (3)
Fundamental principles and concepts of accounting and their application to sole proprietorships. Emphasis on cashflow considerations and control aspects of accounting rather than a purely bookkeeping approach.
Fall semester, repeated spring semester. Sherwin.

MGT 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. Prerequisites: MGT 110 and MA 160, or math placement test results of MA 190 or higher.
Fall semester, repeated spring semester. Swanson.

MGT 141. Introduction to Environmental Management (NEW)
This introductory course will examine the objectives and best practices of leading non-profit and for-profit environmentally based companies. In addition, the course will look at “green” initiatives at Goucher College and local companies. Environmental topics discussed will include recycling, composting, wind farms, solar heat and power, and nature preserves on corporate sites. Both European and domestic initiatives will be discussed. Students will participate in group projects and activities on campus. Hubbard.

MGT 160.  Personal Financial Planning (NEW)
This course addresses each of the major financial challenges facing individuals and families:  financial planning and budgeting, managing assets, credit decisions, insurance, investments, and retirement and estate planning.  In addition to class discussions and writing exercises, students will use financial planning models and techniques to solve actual or simulated real-life financial problems.
Fall semester. Swanson.

MGT 170. Introduction to Arts Administration (3)
An overview of the burgeoning field of arts administration for those considering the profession and to help artists understand the administrative aspects of a nonprofit arts organization. Topics include organizational purpose and 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.

MGT 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 calculations. Using a case study approach to supplement the textbook, 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. Co-requisite: MA 140 (MA 105) or EC 206.
Fall and spring semester. Swanson.

MGT 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. Stein.

MGT 229. Marketing Management (3) (GEN. ED. #9)
A review of the basic concepts and practice in modern marketing. Course demonstrates marketing principles through an array of 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 presentation of a marketing plan. Prerequisite: sophomore standing or permission of instructor.
Fall and spring semester. Stein.

MGT 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. Stein.

MGT 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: Sophmore standing.
Fall semester. Hubbard.

MGT 247.  Introduction to Human Resource Management (NEW)
This course will examine how businesses utilize 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.
Fall semester. Hubbard.

MGT 260. Special Topics in 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.

MGT 290. Internship in Management (3-4)
Apprenticeships to further the career development of students. 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 management or a concentration in Arts Administration. Graded pass/no pass only. Department.

MGT 299. Independent Work in Management (1.5-4)
Fall and spring semesters; summer. Department.

MGT 320. Small Business Management (3) (GEN. ED. #7)
The role of small business ownership in the economic environment is examined. The class involves in-class workshops, case analysis, and a major project. Explores practices, trends, regulations, and opportunities that affect the smaller enterprise. Prerequisites: MGT 210 and 229.
Spring semester. Sherwin. Offered 2010.

MGT 331. Case Studies in International Business (3) (GEN. ED. #7 and #10)
Addresses how firms become and remain international in scope. Explores the experiences of firms of all sizes, from many countries, as they come to grips with an increasingly competitive global environment. Prerequisite: MGT 210 or permission of the instructor. 
Spring semester. Swanson.

MGT 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 topic is different. 
Fall semester. Stein.

MGT 355. Advanced Finance (3)
Corporate finance is fully developed with respect to financial analysis, preparation of custom benchmarks for competitive analysis and pro-forma financial statements using Excel. Capital budgeting case studies are used to quantify relevant cash flows. Prerequisite: MGT 210. ECON 206 or MA 140 (105) is recommended.
Fall semester, offered 2008. Swanson.

MGT 360. Special Topics in 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.
Department.

MGT 370. The Arts Administrator (3)
What are the qualifications of a good arts administrator? This course looks at solving problems in areas such as artistic content, fundraising and developing financial resources, community development and educational outreach, public funding and policies, audience development, marketing, and public relations. Practical projects and guest speakers. Prerequisite: MGT 170. 
Fall semester. Lohr.

MGT 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, and human resource development, and legal matters and their implications. Students discuss current issues shaping the nonprofit arts field. Practical projects and guests speakers. Prerequisite: MGT 370. 
Spring semester.  Department.

MGT 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 student group cases. Prerequisites: MGT 210, 229, 245, and senior standing or permission of the instructor.
Spring semester. Stein.

MGT 400. Independent Work in Management (1.5-4)
Fall and spring semesters; summer. Department.