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UNDERGRADUATE COURSES
BT 101 Introduction to Business Planning and Field
Study
(2-3-3)
During this first-year course, students gain a
fundamental understanding of how businesses are organized, key
functions within a company and how companies operate, using a
Business Plan model as the teaching tool. Students start their
exposure to a group of companies to assist them in determining what
company, product or service they will choose for their Business
Plan.
BT 102 Diagnosing Internal Capabilities of a
Company
(3-0-3)
During this first-year course, students develop skills
in conducting an in-depth internal analysis of a company, to include
the type of questions and information needed for a situational
diagnosis of a company’s product or service, R&D efforts,
operations, organization and management, and financial capabilities.
Students continue their in-depth analysis on three selected
companies, using the research and analysis learned in this and BT
101. Prerequisite: BT 101.
BT 113 Marketing
(3-0-3)
The purpose of this course is to provide the conceptual
frameworks and decision tools required for success in both
technology-based and non-technology-based markets: the student
learns to define and select specific customer segments; to monitor
the business environment for both opportunities and threats, with
particular attention to the ever-changing technological and global
context, and to develop marketing strategies for serving each
targeted customer segment profitably. Although this course
introduces the student to the basic theory and analytical methods
characterizing modern marketing practice, there is an emphasis on
both the marketing of technology products/services as well as the
impact of technology on the general practice of marketing. Students
are required to present both a detailed marketing plan and several
rigorous case analyses.
BT 115 Financial Accounting
(4-1-4)
This course deals with the methods and principles of
financial accounting. It focuses on the recording and measurement of
the business activities and the preparation of financial reports.
The emphasis is on summarizing activities for persons external to
the business. Topics include: financial statements, principles of
accrual accounting, the measurement and reporting of detailed
balance sheet items and the analysis of financial reports.
BT 121 IT and Applications: Introduction to
eTechnology
(3-0-3)
The recent developments in Information Technology (IT) and
e-business have brought dramatic changes in the way companies
operate, compete and conduct business. During this course, students
are introduced to the organizational structure of E-business and are
provided with a solid theoretical foundation for understanding
applications from a managerial orientation. The focus is on how new
technology is conducted and managed, in addition to its
opportunities, limitations, issues and risks. The goals for the
course are to encourage students to develop skills in two areas: IT
Fundamentals and Business Applications. Specific topics include:
Architecture of IT, E-business and the Internet, future trends in IT
and understanding business applications as they relate to IT.
BT 131 Technogenesis: Introduction to Innovation and
Creativity
(3-0-3)
This course introduces students to innovation and creativity.
Included are techniques to stimulate creativity in groups and
individuals. The course utilizes individual and team projects to
develop an intrinsic understanding of the environment, humans’
interactions with it, and innovations to improve that interaction.
Students report the results of their innovation efforts through
written and oral presentations. Guest lectures and laboratory visits
to introduce students to the innovation processes are included. This
course is open only to Business and Technology
majors.
BT 201 Diagnosing and Measuring Customer
Satisfaction
(3-0-3)
During this second-year course, students learn how to perform
an external customer analysis on a company they have selected.
Students will present their findings at the end of the semester,
summarizing their customer satisfaction analysis. Students gain an
understanding and appreciation of the issues that must be addressed
to initiate a Customer Satisfaction Measurement (CSM) program, the
issues involved in the development and implementation of CSM, and
finally, managerial considerations involved in CSM. Topics include:
customer satisfaction, "Customer Value Model," and collecting and
analyzing demographic and psychographic data. Prerequisites: BT 101,
BT 102.
BT 202 Diagnosing the External
Environment
(3-0-3)
Students continue to build upon the market research and
situational analysis techniques from prior courses by evaluating the
external factors that can significantly impact a company’s
performance. Topics include: identifying key market-related forces
and their impact on the company’s marketing strategy; the impact of
technological and socioeconomic developments; analyzing and
understanding the impact of economic development on a company’s
financial strategy; and understanding the impact of legislative and
regulatory actions. Students complete an externally-focused analysis
of a company’s operations and use the results of the analysis to
identify threats and opportunities related to that company’s
performance. Prerequisites: BT 101, BT 102 and
BT 201.
BT 214 Market Research
(3-0-3)
This course exposes students to the entire marketing research
process, from the problem formulation stage (at the very beginning)
to the research findings report (at the very end). This objective is
achieved in two ways: in the classroom and in the field, where
students are required to work closely with an actual business client
on a marketing research project concerning an actual product or
service. (The instructor assists the students in securing a business
client.) During the course, the topics covered include the marketing
research process and problem formulation, research design, primary
data collection, data collection forms, attitude measurement,
sampling procedures, sample size, collecting the data, data
analysis, interpretation of results and the final research report.
The course builds heavily on the statistical foundation laid down
during BT 221 Statistics. A statistical package (SPSS) is used
during the analysis stage of the research process. Prerequisites: BT
113 and BT 221.
BT 215 Cost Accounting
(3-0-3)
This course deals with the methods and principles of
managerial accounting. It is concerned with the use of accounting
data by individuals within a business in order to enhance managerial
decision-making and control. Topics covered include cost estimation
and management, cost accounting systems, cost allocation, decision
analysis, budgets, variances and responsibility accounting.
Prerequisite: BT 115.
BT 221 Statistics
(3-0-3)
This course provides students with an understanding of the
use of statistical methods as applied to business problems, in
general, and to marketing research applications in particular.
Topics include: descriptive statistics; probability theory, discrete
and continuous probability distributions; sampling theory and
sampling distributions; interval estimation; hypothesis testing;
statistical inference about means, proportions and variances; tests
of goodness-of-fit and independence; analysis of variance and
experimental design; simple and multiple regression; correlation
analysis. This course has been developed with particular attention
to the specific statistical foundation required by students
enrolling in BT 214 Marketing Research the next term. A statistical
package (SPSS) is used throughout the term.
BT 223 Applied Models &
Simulation
(3-0-3)
This course covers contemporary decision support models of
simulation, and forecasting for business activity. Students learn
how to identify and conceptualize stochastic problems, choose the
appropriate methods, collect and process the data (data mining) and
create stochastic simulations. Analytical methodologies are based on
statistical simulation, operations research optimization and
statistical forecasting. Computer simulations are performed on PCs
equipped with a user-friendly graphical interface with multimedia
reports generation for visualization. Students conduct business game
simulations for group decision support. EM 345 may be taken as an
alternative. Prerequisites: Ma 117 and BT
121.
BT 224 Science and Technology: Modern
Physics
(3-3-4)
This is the second in the
four-course science and technology sequence for the business and
technology program students. It is designed to provide students with
an overview of modern science and technologies, as well as
scientific and engineering methodologies. This course focuses on
electricity and magnetism including electromagnetic waves and
optical phenomena and technologies. If time permits, modern
physical phenomena and functional materials will be introduced. Prerequisites: MA 117 and
PEP 111.
BT 301 Goal Setting and Sales/Revenue Plan
Development
(3-0-3)
Students learn how to set preliminary goals, objectives and
strategies. They begin to develop the specific aspects of their
business plan including an actual sales/revenue plan. Topics covered
also include preparing an R&D plan and the use of historical
information to prepare sales, revenues, and marketing and sales
expense estimates. Students work independently and in class;
individually and in teams. Prerequisites: BT 101, BT 102, BT 201 and
BT 202.
BT 302 Management
(3-0-3)
This course covers the basic managerial components of
planning, organizing, influencing and controlling with selected
study and discussion of important and sometimes controversial topics
including global management, social and ethical responsibility,
human resources, change, leadership and communication. By term-end,
students are expected to complete the ‘Managerial’ portion of their
Business Plan. Prerequisites: BT 101, BT 102, BT 201, BT 202 and BT
301.
BT 321 Finance
(3-0-3)
This course covers capital budgeting, capital structure,
dividend policy, mergers and acquisitions, and aspects of
international finance. The impact and techniques for web-based
finance is also covered. Prerequisites: BT 115, MA 117, BT 221 and
EM 350.
BT 334 Science and Technology:
Energy
(3-3-4)
The
course is the third in a four-course sequence, for the business and
technology program students, designed to provide students with an
overview of modern sciences and technologies as well as scientific
and engineering methodologies. This course presents an introduction
to chemistry, materials and environmental science and the impact of
man’s activity on the environment. Prerequisites: BT
224.
BT
352 Managing Innovation and
Technology
(2-0-2)
This
course will introduce the student to the basic principles of
managing technology and innovation in the corporate environment and
the critical role technology plays as a strategic resource to
achieve an organizations business objectives. Topics will include the
evolution of technology and the technology lifecycle, understanding
technological innovation in industry and organizational contexts,
intellectual property and the new product/service development
process. Prerequisite:
BT 224, Co-requisite: BT 334
BT 401 Implementation, Controlling and Capital
Acquisition
(3-0-3)
Students learn how to use their business plan, deal with
problems encountered, how to update and get funding. They are
exposed to the issues of law, ethics and negotiation as applied to
business implementation. Students are required to make their first
full-plan presentation to peers and faculty. Topics include type of
capital and alternative sources, venture capital and building the
organizational infrastructure for plan support. Prerequisites: BT
101, BT 102, BT 201, BT 202, BT 301 and BT
302.
BT 402 Plan Perfection and
Presentation
(3-0-3)
Students see the culmination of their efforts in this final
semester. They make their presentation; it is evaluated by industry
and venture leaders. Prerequisites: BT 101, BT 102, BT 201, BT 202,
BT 301, BT 302 and BT 401.
BT 403 Marketing Strategy and Decision
Making
(3-0-3)
This elective course provides students the opportunity to
draw together and build upon, the marketing and business knowledge
acquired in prior courses. Students are challenged to apply and
extend this knowledge in a variety of marketing opportunities,
forecasting, test market interpretation, product management, pricing
decisions, development of the marketing communication mix, and sales
force management. Cases are extensively used. Prerequisites: BT 113,
BT 214
BT 411/412 Business Consulting in Engineering I and
II
(0-8-3)
Students are required to join senior engineering project
teams and contribute to the project in terms of helping the group
develop a business plan for its design product.
BT 413 Business Law, Ethics and
Negotiations
(3-0-3)
This course covers the fundamentals of contract law, aspects
of environmental regulations, lobbying, ethics and the law and
negotiating techniques. Specific discussion includes the legal and
ethical aspects of the new web-based economies and businesses
internationally.
BT 414 eTechnology Infrastructure
(3-0-3)
This course introduces the students to the managerial
analysis and application of network and software applications
necessary to develop, maintain and enhance a business presence in
the electronic marketplace. This course builds upon previous courses
in Information Technology, including network and software
applications from a management and implementation perspective, and
introduces advanced concepts in these areas. Prerequisites: CS 115,
BT 121 and EM 350.
BT 415 Entrepreneurship
(3-0-3)
This course covers differentiated and contrasted aspects of
an entrepreneurial organization. In addition, students are exposed
to the latest E-business tools used to expand a business and
facilitate entrepreneurial start-up firms. Included are differences
in funding techniques, hiring, and practice and leveraging of
supplier resources.
BT 450 Global Management Seminar
(Elective)
(3-0-3)
This seminar will examine the processes of globalization for
multi-national companies and why they seek markets in other
countries. US and foreign countries’ cultural, labor and management
issues will be compared. How management practices transfer across
cultures will also be examined. Includes visits to overseas
companies as part of a field study
experience.
Mgt 111 Social Psychology and Organizational
Behavior
(3-0-3)
Using an applied and experiential format, this course exposes
students to theory, methods and research in organizational behavior
and social psychology. Topics relating to individual differences and
group dynamics in organizational settings are stressed. Learning
occurs through discussion, group activities and the completion of
assessment instruments. Emphasis is on helping students understand
and improve their skills in key areas including decision-making,
leadership, negotiation and conflict resolution.
Mgt 243 Macroeconomics
(3-0-3)
The forces which govern the overall performance of the
national economy are covered. Areas discussed include: supply and
demand analysis, national income theory, monetary systems,
alternative approaches to economic policy, current macroeconomic
problems and international economies. Prerequisite: Mgt
244.
Mgt 244 Microeconomics
(3-0-3)
The behavior of and interactions between individual
participants in the economic system are covered. In addition to
providing a theoretical basis for the analysis of these economic
questions, the course also develops applications of these theories
to a number of current problems. Topics include: the nature of
economic decisions, the theory of market processes, models of
imperfect competition, public policy towards competition and the
allocation of factors of production.
Mgt 401 MIS/DBMS/Networks
(3-0-3)
A technical and managerial perspective that considers the
management of Information Technology (IT). Topics include hardware,
software, data/information, networks, applications, organization
considerations and frameworks for managing. Students assess
applications, analyze case studies and explore important aspects of
a company’s IT environment.
GRADUATE COURSES
All Graduate courses are 3 credits
except where noted.
Management
Courses
Mgt 503 Microeconomics
This is a concentrated course in basic economics with
particular emphasis on price theory; it is a prerequisite for
candidates for the master’s degree. Topics include: the nature of
economic decisions, the theory of market processes, models of
imperfect competition, public policy towards competition, the
allocation of factors of production and current economic problems.
No credit for departmental majors.
Mgt 600 Managerial Accounting
This course will develop accounting analysis useful for
managerial decision-making purposes. Topics will include an
introduction to elements of financial accounting, cost-profit-volume
analysis, manufacturing costs and elements of cost accounting,
special decision analysis, budgeting, variances and controllability,
and responsibility accounting. Prerequisite: Mgt 503
recommended.
Mgt 607 Managerial Economics
This course examines the use of economic information and
analysis in making business decisions. Topics include modeling
concepts, demand analysis and forecasting, production and cost
analysis, pricing, capital budgeting and uncertainty. Prerequisites:
Mgt 503, Mgt 600 or their equivalents; Statistics
recommended.
Mgt 608 Macroeconomic Analysis
The objective of this course is to develop competency in the
analysis of macroeconomic phenomena as they shape the state of the
American economy. Topics include: recent macroeconomic history, the
monetary system, models of macroeconomic markets, unemployment,
inflation, international trade and finance, macroeconomic policies
and the use of macroeconomic data in management decision-making.
Prerequisite: Mgt 503 or equivalent.
Mgt 609 (formerly Mgt 550) Introduction to Project
Management
This course deals with the basic problems of managing a
project, defined as a temporary organization built for the purpose
of achieving a specific objective. Both operational and conceptual
issues will be considered. Operational issues include definition,
planning, implementation, control and evaluation of the project.
Conceptual issues include project management vs. hierarchical
management, matrix organization, project authority, motivation and
morale. Cases will be used to illustrate problems in project
management and how to resolve them.
Mgt 610 Project Management Theory and
Practice
This course provides a theoretical perspective on project
management for a better understanding of project implementation in
modern organizations. The course is based on the premise that
success in project leadership depends on a proper managerial style
and attitude, and not on specific tools for planning and
controlling. The course focuses on developing the manager’s
conceptual thinking and on building "the project manager’s mind."
The course helps managers see the entire project landscape and the
long-term issues that are critical to project success. It will also
address the organizational aspects of initiating and running the
program. Prerequisite: Mgt 609 (formerly Mgt
550)
Mgt 611 Project Planning and
Monitoring
Formalized procedures, tools and techniques used in
conceptual and detailed planning of the project. Development of work
breakdown structure as the foundation for project cost and project
duration. Application of project data in monitoring the project
progress and in formulating remedial actions in response to
unexpected occurrences. Prerequisite: MGT 609 (formerly Mgt
550)
Mgt 612 The Human Side of Project
Leadership
Project success depends, to a great extent, on the human
side. Success in motivating project workers, organizing and leading
project teams, communication and sharing information, and conflict
resolution, are just a few areas that are critical for project
success. However, being primarily technical people, many project
managers tend to neglect these "soft" issues, assuming they are less
important or that they should be addressed by direct functional
managers. The purpose of this course is to increase project
managers’ awareness of the critical issues of managing people and to
present some of the theories and practices of leading project
workers and teams.
Mgt 613 (formerly Mgt 737) Project
Management Office
A comprehensive, all-inclusive description of the Project
Management Office (PMO), highlighting features most appropriate and
relevant to specific project situations. Motivations for adopting a
PMO, such as project performance, project manager competency or the
organizational desire to excel. Short-term and long-term functions
are identified and discussed. Project evaluation models and PMO
implementation guidelines are presented and discussed in detail. Co-
or Prerequisites: MGT 609 (formerly Mgt 550) and Mgt
611.
Mgt 614 (formerly Mgt 738) Advanced
Project Management
This course deals with advanced problems in project
management that were not addressed in previous courses. It also
expands on several previously mentioned topics. The course addresses
the critical points in project management for the experienced
project manager and looks at projects in their broad sense, as seen
by top management and from an organizational global perspective. Co-
or Prerequisites: Mgt 609 (formerly Mgt 550) and Mgt
610.
Mgt 618 Engineering Economics and Management
Policy
This course covers the discipline of engineering economics
and how this discipline influences management policy and
decision-making. The major emphasis is on the selection process for
capital investments, both tangible and intangible, and how this
process is structured and constrained by the time value of money,
the source of funds, market demand and competitive position. The
first part of the course covers the basics of engineering economy on
which the selection process rests. The remaining parts cover the
selection process itself, beginning with deterministic analyses
based on single-valued estimates, continuing on, where significant,
to risk analyses based on multivalued estimates, and concluding with
multiattribute analyses in which both the monetary and non-monetary
factors involved in investment decisions are combined into single
figures of merit. In passing through the process, capital budgeting,
cost estimation, probability analysis, uncertainty analysis and
Monte Carlo simulation are introduced and applied. Case studies are
used where appropriate. Prerequisite: Mgt
600
Mgt 620 (formerly Mgt 796) Statistical
Models
The major portion of the course covers an introduction to the
probabilistic and statistical concepts and models used in day-to-day
business decision-making. Topics include data analysis,
correlational techniques, regression, statistical inference and
forecasting.
Mgt 621 (formerly Mgt 795) Management
Models
This course covers mathematical and computer-based models
which assist managers in decision-making, including resource
allocation, transportation, inventory management, congestion
phenomena, service processes, and shortest routes and maximum flow
of goods. Emphasis is on model formulation from real-world
situations, development of alternative solutions using computer
models, and post-optimality analysis.
Mgt 623 Financial Management
Financial manager’s functions, liquidity vs. profitability;
financial planning; capital budgeting; management of long-term
funds, money and capital markets, debt and equity; management of
assets, cash and accounts receivable, inventory and fixed assets.
Prerequisites: Mgt 600, Mgt 607.
Mgt 625 Investments and Capital
Markets
This is an introductory course in capital markets with an
emphasis on the management of investments. Topics include:
discounting, net present value, risk, the capital asset pricing
model, diversification, the term structure of interest rates,
financial markets, the efficient markets hypothesis, technical and
fundamental analysis, options pricing and portfolio management.
Prerequisite: Mgt 600.
Mgt 626 Cost Analysis and Control
This course presents advanced techniques and analysis
designed to permit managers to estimate and use cost information in
decision-making. Topics include: historical overview of the
management accounting process, statistical cost estimation, cost
allocation and uses of cost information in evaluating decisions
about pricing, quality, manufacturing processes (e.g., JIT, CIM),
investments in new technologies, and investment centers.
Prerequisites: Mgt 503 or equivalent, Mgt
600.
Mgt 630 Global Business and
Markets
Provides a broad, multidisciplinary understanding of
global business. The theoretical context for engaging in
international trade is established, with attention to the current
economic and political environment. Then the business-level
rationale and techniques for initiating trade, as well as the
functional area decisions that must be made, are discussed. Topics
include: comparative advantage, culture, protectionism, financial
flows, entry strategies, marketing, managing payments, material and
manufacturing. Prerequisites: Mgt 503 or
equivalent.
Mgt 632 Power, Politics and
Policy
This course will focus on the relationship and impact that
international relations, international business, and foreign policy
have on world trade, commerce, and finance. The course will provide
the student with a better understanding of how the complexity of
international differences affects political, economic, and cultural
behaviors. Among the topics for discussion: the content and scope of
international politics, the international struggle for power, the
role and impact of non-governmental organizations, foreign policy as
a tool for promoting international commerce, the role of
international law and world public opinion, the rise of regionalism,
the political economy of international trade. NOTE: Undergraduates
(even with a Master's study plan) are not permitted to take this
course.
Mgt 641 Marketing Management
The study of marketing principles from the conceptual,
analytical and managerial points of view. Topics include: strategic
planning, market segmentation, product life cycle, new product
development, advertising and selling, pricing, distribution,
governmental and other environmental influences as these factors
relate to markets and the business structure. Prerequisites: Mgt
600, Mgt 607 or permission of the
instructor.
Mgt 646 (formerly Mgt 566) Human Resource Processes:
Techniques and Applications
Job analysis is the fundamental building block for virtually
all human resources practices. This course first introduces students
to the theory, practices and techniques for analyzing and describing
the nature of work and individual jobs in organizations. It then
focuses on how this information is applied to develop other human
resources systems such as selection, job design, training and
compensation. A particular emphasis is placed upon the development
and implementation of performance appraisal systems. Research and
practices regarding various approaches to performance appraisal are
discussed, as are the implications of performance appraisal for
motivation, development and organizational effectiveness.
Mgt 647 (formerly Mgt 530) Legal and Social Environment of
Human Resources
This course reviews the key laws and legal principles
impacting human resources practices and employer and employee
relationships. Through a review of actual cases, federal and state
laws impacting civil rights and equal opportunity, wages and hours,
privacy, safety and health, employee benefits and insurance,
worker's compensation, and labor relations and arbitration are
covered. The constitutional, social and economic implications of
human resources law are also discussed. This is a dynamic field of
study with changes occurring literally on a weekly basis. Students
will be expected to participate actively in classroom discussions
and role-play exercises.
Mgt 650 International Business
Management
This course provides students with an exposure to management
in the international economic environment: global industries and
regional markets, multinational corporations and international
economic organizations. From decision-making, to negotiation and
communication, the behavioral aspect of management is more complex
and varied in a cross-cultural context. Managerial processes, such
as planning, structuring and implementing offer special challenges
when extended beyond home country borders. What constitutes effective
leadership and what motivates workers are key questions in the
international context.
Students explore these topics in light of cultural difference
through cases, discussion, reading and exercises.
Mgt 654 (formerly Mgt 529) Organizational Change and
Development
This course introduces students to the social science
techniques and change interventions used to improve organizational
effectiveness and enhance the personal development of individuals.
Special emphasis is given to the application of systems theory for
diagnosing and planning change efforts at the organizational, group
and individual levels. Relationships between organization
development and broader issues such as strategic planning and
environmental contingencies are also stressed. The efficacy of
organization development initiatives is also critically considered
as are the challenges posed in trying to simultaneously improve an
organization’s performance while also helping it to be more
responsive to the interests and needs of its members. Prerequisites:
MGT 690 or permission
of instructor.
Mgt 656 (formerly Mgt 750) Total Quality
Management
Principles and techniques of total quality management (TQM)
with emphasis on their application to technical organizations.
Topics include management philosophy, concepts and critique of
quality "Gurus," TQM model and strategy; TQM tools and techniques;
Dept. of Defense 5000.51-G TQM guides; review and critique of the
Deming and Baldrige Awards; concurrent engineering; quality
function, deployment and design for cost. Students will form teams
to analyze a case study involving TQM concepts and
techniques.
Mgt 657 (formerly Mgt 760) Operations
Management
Covers the general area of management of operations, both
manufacturing and non-manufacturing. The focus of the course is on
productivity and total quality management. Topics include quality
control and quality management, systems of inventory control, work
and materials scheduling and process management. Cross-listed with
ME 560.
Mgt 658 (formerly Mgt 557) New Business
Ventures
The principal issues involved in new business formation and
development will be presented in this overview course. This will
include both the initiation of new ventures within existing firms
and the entrepreneurial startup situation. Particular topics
addressed include: business opportunity identification, the startup
process, management team development, business plans, valuation,
raising capital, budgeting, deal structures, intellectual property,
management of growth, compensation, securities law and public
offerings, tax considerations, issues of business maturity and
business failure. Prerequisites: Mgt 600, Mgt 607, Mgt 623 and Mgt
690 or permission of the instructor.
Mgt 661 (formerly Mgt
766,cross-listed as MIS 661) Marketing
Online
Developing products requires an understanding of content
development, knowledge of industry trends, and the ability to
develop deals that bring your product to market. This course
examines consumer demand, consumer behavior, industry projections,
delivery platforms, distribution channels, market research, and the
product development process (from concept to consumer support). Both
general marketing practices and those particular to the online
environment are addressed. Students are required to work in teams
and create a marketing plan. There are no
prerequisites.
Mgt 662 (formerly Mgt 767,cross-listed
as MIS 662) Legal Issues for the IT Professional
The course is a study of every major area of law that has an impact on the
IT professional. The focus is on issues pertaining to electronic commerce and
other technology-intensive business practices. The course
discusses basic commercial law, jurisdictional issues and the
contracting environment for online activity, including UCITA, intellectual
property law, domain names, the protection of databases,
privacy and publicity rights, and government regulation, including
content-based restrictions, criminal law and
the prospective taxation of e-commerce. The goal of the course is
to provide basic background in these issues for non-lawyers, and to
promote sensitivity to the technological and business scenarios in
which legal issues arise, enabling better management of their
technological resources and commercial opportunities. Prerequisite: Mgt
679 (formerly Mgt 771).
Mgt 663 (formerly Mgt 768,
cross-listed as MIS 663) Entrepreneurship
In this course students will evaluate and create their own
prospective business strategies. They will develop an understanding
of entrepreneurship and innovation in starting and growing a
business venture. Students will be given an opportunity to actually
start their own business or create a business in their company by
learning how to take advantage of the new order of business
opportunities of the information age. This course’s main objective
is to show students how to identify these opportunities, be able to
formulate and evaluate both qualitatively and quantitatively whether
the opportunity is worth pursuing, and, of course, how it may be
pursued. Actual case studies and experiences will be intertwined
with the course content. There are no
prerequisites.
Mgt 671 (formerly Mgt 702) Technology and Innovation
Management
This course introduces the student to topics in the
management of technology and examines the critical role of
technology as a strategic resource to enable management to achieve
organizational objectives. Topics include entrepreneurship,
developing and managing new ventures, managing innovation, the
technology life cycle and technology forecasting, management of
research and development (R&D) personnel and projects,
evaluation of R&D projects and integrating technology strategy
with the organization’s overall business strategy. Prerequisite: Mgt
690 or permission of instructor.
Mgt 673 (formerly Mgt 720) Global Innovation
Management
This course is focused on the globalization paradigm and its
effects on the management of innovation. It is an interdisciplinary
course, which analyzes the different managerial areas of strategy,
organization, technology and market as integrated with the
innovation process in a global context. The underlying theories and
models are explored to understand how the innovation process is
affected by local, national and global influences; what cultural and
organizational drivers are at work; and how to manage
commercialization of new products on a life-cycle basis, in a
diverse and ever-changing global market. Case studies will be used
to support the theoretical constructs and reinforce learning.
Prerequisite: Mgt 671 (formerly Mgt
702).
Mgt 677
(formerly Mgt 707) Emerging Technologies
This course discusses emerging technologies,
how they evolve, how to identify them, and the effect of
international, political, social, economic and cultural factors on
them. Topics covered in the course include accuracy of past
technology forecasts, how to improve them, international perspective
on emerging technologies, future customer trends, and forecasting
methodologies such as monitoring, expert opinion, trend analysis and
scenario construction. Emerging technologies will be examined
through student company examples, invited speakers and videos.
Mgt 679
(formerly Mgt 771) Management Information
Systems
Management’s needs for information have greatly
increased in importance and complexity. This course introduces
students to the use of computerized information systems to satisfy
strategic business needs. Subjects include the types of information
systems, the use of the computer to leverage information in support
of the key decision-making responsibilities, computer technology
from a manager’s viewpoint, prioritization of information system
needs, and systems development methodology. The student will analyze
an organization’s information needs and prepare an information
systems plan.
Mgt 680
Organizational Behavior and Theory
Organization scientists generally think of
organizations as being comprised of three levels of analysis: the
individual, the group or department, and the organization itself.
Using a systems perspective, this course focuses on the group and
interpersonal factors accompanying an organization's operation.
Topics covered include understanding organizations as structured
systems, individual differences and performance, group dynamics and
performance, learning, motivation, leadership, and principles of
communication particularly as they relate to decision-making and
conflict management.
Mgt 685
Employee Compensation
This course examines reward systems in
organizations broadly defined to incorporate salary, benefits and
incentive pay programs. Topics covered will include: legislative
issues affecting pay; job evaluation; wage and salary
administration; merit pay and other incentives; types of benefit
programs; management and administration of compensation and
benefits; and issues related to equity and comparable worth.
Mgt 690
Organization Theory and Design
Organization scientists generally think of
organizations as being comprised of three levels of analysis: the
individual, the group or department, and the organization itself.
This course focuses on the problems and challenges managers face in
dealing with the organization as a whole and the interrelationships
between organization groups. Specific issues and problems which are
covered include: the relationship of the organization with the
external environment; the influence of the organization’s
strategies, size and production technology on the organization’s
design; and strategies for managing organizational processes such as
conflict, culture and change.
Mgt 691
(formerly Mgt 701) Management Policy
Dynamics
The students will be divided into small groups
and supplied with a simulated history of a firm. It will be the
responsibility of each group to structure itself to be able to make
decisions about the goals of its company and to make operational
decisions aimed at implementing these goals. A computer model
simulates the performance of the firm that would result from these
decisions. Both quantitative analysis and group decision-making are
emphasized. It is recommended that this course be taken in the last
term. Prerequisites: Mgt 680, Mgt 690 and Mgt 600 and/or 623, or
permission of the instructor.
Mgt 700 (formerly
Mgt 643) Econometrics
An introduction to the science of
designing statistical models of economic processes. Students will be
required to build and estimate a number of models during the term.
Topics include: regression theory, statistical difficulties in
regression analysis, advanced topics in single-equation regression,
models of qualitative choice (e.g., probit, logit) and simultaneous
equation estimation. Prerequisites: Mgt 503 or equivalent, Mgt
620 (formerly Mgt 796) or permission of the instructor.
Mgt 710 Risk
Management: Methods and Applications
Theoretical and practical aspects of risk
assessment and management will be covered. Major topics include:
importance of innovation and technological changes in current
competitive environment, risk and uncertainty, decision trees,
binomial methods and derivation of Black-Scholes option pricing
formula, extension of option methodology to non-financial (real)
options, VAR (value at risk), a framework for risk assessment, and
several real-world case studies. The course is designed for all
students of the School of Technology Management. Prerequisites: TM
605 or CS 505, Ma 500 or TM 500, and Mgt 671 (formerly Mgt 702) or
advisor permission.
Mgt 718 (formerly
Mgt 552) Multivariate
Analysis
Experimental design, statistical estimation and
hypothesis testing from multivariate distribution. Topics covered
will include regression models, multivariate analysis of variance,
canonical correlations, classification procedures and factor
analysis. Computer applications of these techniques will be
examined. Prerequisite: Mgt 620 (formerly Mgt 796)
Mgt 719 (formerly
Mgt 599) Research
Methods
Research philosophy, ethics, and methodology
will be discussed. Each student will, under the guidance of the
instructor, formulate a problem, search the literature, and develop
a research design. In addition, the student will examine and
criticize research reports with special emphasis on the statement of
the problem, the sampling and measuring techniques that are used,
and the analyses and interpretation of the data. Emphasis is on
applying research methodology to real-world organizational problems.
Prerequisite: Mgt 620 (formerly Mgt 796.)
Mgt 725
(formerly Mgt 551) Strategic Management
An interdisciplinary course which examines the
elements of, and the framework for, developing and implementing
organizational strategy and policy in competitive environments. The
course analyzes management problems both from a technical-economic
perspective and from a behavioral perspective. Topics treated
include: assessment of organizational strengths and weaknesses,
threats and opportunities; sources of competitive advantage;
organizational structure and strategic planning; leadership,
organizational development and total quality management. The case
method of instruction is used extensively in this course.
Prerequisites: Mgt 600, Mgt 607, Mgt 690 or their equivalents.
Mgt 730
Design and Analysis of Experiments
This course starts with the design and analysis
of one factor analysis of variance. Methods of testing specific
questions using planned comparisons are stressed. Models with two or
more factors are considered with detailed instruction on the
analysis of interactions. Repeated-measures designs are also
covered, as well as designs with random as well as fixed factors.
Prerequisite: Mgt 620 (formerly Mgt 796.)
Mgt 733
Applied Regression Analysis
A substantial portion of the models developed
to describe phenomena in both the physical and social sciences
utilizes regression analysis from simple linear regression to
multiple regression; nonlinear coefficient estimators are derived,
their properties discussed and numerous examples are used to
demonstrate various aspects of interpretation. Tests of significance
are also covered for most of the techniques presented. Prerequisite:
Mgt 620 (formerly Mgt 796.)
Mgt 744
Analytic Methods of Forecasting
Emphasis is on the practical aspects of the
Box-Jenkins methodology for fitting and forecasting linear
stochastic models of industrial time series; model identification,
model estimation, model diagnostic checking and model forecasting of
seasonal and nonseasonal series; contrasts with exponential
smoothing; laboratory analysis of selected time series.
Prerequisite: Mgt 620 (formerly Mgt 796.)
Mgt 794
Decision Analysis for Corporate Networks
This course is designed to integrate the
student’s knowledge of accounting, engineering economics and
multi-attribute decision-making techniques for evaluating and
selecting complex systems, such as telecommunications networks for
corporate communications. A review of accounting, financial and
engineering economic concepts will be followed by the study of
utility analysis and simple and multi-attribute decision analysis.
Case studies involving telecommunications facilities will be used
and issues of equipment acquisition, financing, accounting, cost
estimation and system performance will be discussed. Prerequisites:
Mgt 600, Mgt 618.
Mgt 800
Special Problems in Management*
With permission of the instructor. Limit of six
credits for the degree of Master of Science.
Mgt 801
Special Problems in Management*
With permission of the instructor. Limit of six
credits for the degree of Doctor of Philosophy.
Mgt 802
Project Management Examination*
This will test the project management knowledge
of students who have completed approved training programs in project
management. Upon successful completion, (graded pass/fail) students
will be awarded 12 credits toward the Master of Science in
management with a Project Management concentration. The credits
cannot be used toward the Project Management Graduate Certificate of
Special Study and are not transferable to other institutions.
Mgt 803
Project Management Examination
This will test the project management knowledge
of students from AT&T, Lucent Technologies and Verizon who have
completed company-sponsored project management courses. Upon
successful completion, (graded pass/fail) students will be awarded
three credits towards a Master of Science degree. The examination is
normally given twice each year.
Mgt 900
Thesis in Management*
For the degree of Master of Science. Six to 12
credits with departmental approval.
Doctoral Seminars
Mgt 704-705
Research Seminar: Information Management and Organizational
Structure and Behavior I, II
Primarily for doctoral candidates. Will
concentrate on the features that information and computer-based
communication systems need to support the goals and responsibilities
of various components of the organization, as well as the effect
that the introduction and use of information and computer-based
communications systems have on the organization’s performance. Will
include measures of effectiveness, organization characteristics, job
enrichment and distribution of responsibility for information
systems and computer-supported group work. Prerequisite: permission
of the instructor.
Mgt 716, Mgt
726, Mgt 736 Seminars: Advanced Topics in Information Management,
Technology Management and Telecommunications
Management
Specialized topics at the leading edges of
research and theory in information management/technology management
will be intensively explored. Each research seminar will focus on a
different set of topics.
Mgt 778
Principles of Information Management I
This course is open only to doctoral students
in information management with the permission of the instructor.
Students should normally have completed all M.S.-level core courses
before they enroll. This course will cover vital topics in
information management that will help the student prepare to perform
original research in some significant aspect of information
management. The course will stress both the technical and
organizational aspects of the information resource and, in
particular, how these aspects interrelate. Students will be expected
to do a wide range of readings, participate in seminar presentations
given by Stevens and outside professional speakers, as well as
prepare and present their own research projects.
Mgt 779
Principles of Information Management II
This course is open only to doctoral students
in information management with the permission of the instructor. It
is generally recommended for students who have completed Principles
of Information Management I. Students should normally have completed
all M.S.-level core courses before they enroll. The course will
stress both the technical and organizational aspects of the
information resource and, in particular, how these aspects
interrelate. Students will be expected to do a wide range of
readings, participate in seminar presentations given by Stevens and
outside professional speakers, as well as prepare and present their
own research projects.
Mgt 790
Innovation Management and Technogenesis
This course will survey current research and
theory in seven different areas related to the management of
innovation. These areas include: Creativity, the Front-end of
Innovation, Innovation Management, Leadership and Teamwork, Project
Management, the Economics of Innovation, and CSCW and Groupware:
Brainstorming and Creativity. Students will read leading-edge papers
in each area and lead discussions with a faculty member who is
expert in each area facilitating the discussion. Each student will
write a research proposal on one of the topics covered in the
course.
Mgt 960
Research in Management*
Original research leading to a doctoral
dissertation. Hours and credits to be arranged.
TG 501
Entrepreneurship for Business and Engineers and
Scientists
This course exposes students to
entrepreneurship in the broader sense and will relate to venturing
in both large and small business organizations. It will address the
crucial aspect of Technogenesis - nurturing new technologies from
concept to realization.
*By
request
EMT Courses
in the Executive Master of Technology Management Program (EMTM)
EMT 624
(formerly Mgt 624) Financial Analysis for Technical
Organizations
This course presents concepts regarding the
collection, processing and reporting of financial information in a
technology-based business. Managerial accounting and cost
accounting, and their uses and limitations will be discussed. Use of
financial statements, budgets and cost estimates in management
decision-making will be emphasized. The impact of the risk and
uncertainty associated with financial decisions will be illustrated
via case studies.
EMT 628
(formerly Mgt 628) Accounting Lab
This course is designed to provide students
with an understanding of the basic tools and procedures of
accounting in order to assure a common level of understanding for
the class. The course consists of a web-based, self-administered
tutorial with quizzes and problems, a three-hour lecture and Q&A
class prior to the first class meeting of Mgt 624, and a post-test.
The class and tutorial can be waived if a student has sufficient
background in accounting. The posttest is mandatory. (0.8
credit)
EMT 629
(formerly Mgt 629) Marketing Lab
This course is designed to introduce students
to the Capstone simulation as it relates to marketing. Covered
topics will include the fundamentals of the Marketing Mix including
pricing, advertising, distribution and product-related issues. A
final exam will determine competency. Students with graduate
education in marketing may just take the exam. (0.8 credit)
EMT 642
(formerly Mgt 642) Marketing Management in Technical
Organizations
This course focuses on the methodology involved
in developing and writing an effective marketing plan. It covers how
to obtain the information that is needed and how to write a rigorous
marketing plan for a product or service. The course details the
steps needed to perform a market opportunity analysis (MOA) and
explores how to develop market-based strategies and tactics to
capitalize on the identified opportunities.
EMT 677
(cross-listed with Mgt 677) Emerging
Technologies
This course discusses emerging technologies,
how they evolve, how to identify them, and the effect of
international, political, social, economic and cultural factors on
them. Topics covered in the course include accuracy of past
technology forecasts, how to improve them, international perspective
on emerging technologies, future customer trends, and forecasting
methodologies such as monitoring, expert opinion, trend analysis and
scenario construction. Emerging technologies will be examined
through student company examples, invited speakers and videos.
EMT 714
(formerly Mgt 714) Technology Strategy+
This course discusses the technology strategy
process and develops skills, methodologies and critical thinking in
order to achieve technological competitive advantage. Subjects
covered include technology life cycles, type and characteristics of
RD&E project portfolio selection, and an overview of successful
development strategies. Case studies will be used to build
competence and confidence in the concepts.
EMT 715
(formerly Mgt 715) Strategic Business
Management+
This course focuses on the major elements of
the strategic management model including mission, external and
global environment, company profile, strategic analysis and choice,
long and short term objectives; action plans/tactics, policies,
restructuring, reengineering, strategic control and continuous
process improvement (CPI). Student teams analyze and formulate
strategies for companies they select. This course includes concepts
and management principles that will be expanded in Mgt 714
(Technology Strategy), Mgt 755 (Process Management in High-Tech
Organizations) and Mgt 677 (Emerging Technologies).
EMT 740
(formerly Mgt 740) Managing Multifunctional
Teams+
This course focuses on understanding the
interplay of group, inter-group and organizational factors on the
performance of multifunctional teams in technology-based
organizations. The course integrates theory and research on
multifunctional teams with the skills necessary for effectively
managing them. Topics covered include managing decision-making and
conflict in multifunctional teams, managing the team’s boundary and
inter-group relations, organizational designs that support working
cross-functionally, and measuring and rewarding team performance.
Cases are used to illustrate the problems of working
cross-functionally. Individuals are given feedback on their team
management skills.
EMT 741
(formerly Mgt 741) Innovation Management
Process+
This course focuses on how to take a product or
service from concept to market quickly and successfully. It covers
the conventional stage-gate process and explores when it works and
when it does not, and offers alternative innovation strategies that
are appropriate for different innovation environments including
breakthrough new products and services. The main emphasis of this
course is on developing and commercializing
technically-sophisticated products and services.
EMT 743
(formerly Mgt 743) Practicum - Teaming+
Students participate in several assessments and
practicum activities designed to enhance their skills as team
members and team leaders. The acquisition of team skills is
monitored through an on-going process of assessment, feedback, and
goal setting. (0.5 credit)
EMT 746
(formerly Mgt 746) Practicum -
Marketing+
Students will use a business simulation to
demonstrate working knowledge of marketing topics that focus on the
material in Mgt 642. Students are part of decision-making teams that
compete against others in the class. (0.5 credit)
EMT 749
(formerly Mgt 749) Practicum - Technology
Strategy+
Students participate in business simulations to
demonstrate working knowledge of technology and strategy topics that
relate to material in Mgt 714. (0.5 credit)
EMT 751
(formerly Mgt 751) Project Management and
Leadership+
This course provides a theoretical and
practical perspective on modern project management and leadership in
technology-based organizations and forms the conceptual basis to
develop "a project leader mindset." The course will focus on
strategic project success, as well as project cultures, project
organization and project processes as they are employed in different
project types and for different levels of project uncertainty,
complexity and pace. The leadership part of the course is based on
the premise that people are the real engine behind project results,
and they must be lead and motivated in a very unique way. Different
leadership styles will be discussed, together with motivation and
career issues in different project and organizational settings.
EMT 752
(formerly Mgt 752) Corporate Venturing+
This course focuses on corporate venturing and
entrepreneurship. Business and financial issues associated with
starting and buying an entrepreneurial, high-technology business are
addressed. Subjects covered include a discussion of previous
corporate ventures, critical success factors and an international
perspective on corporate venturing. Lessons learned from new
technology start-ups will be discussed along with an evaluation of
the decision processes used by venture capitalists. The final
project is the development of a venture plan for the student’s
company. Over half of the business plans receive funding. Startup
funding on previous projects has ranged from $50,000 to
$1,000,000,000.
EMT 754
(formerly Mgt 754) Practicum - Corporate
Venturing
This practicum teaches the lead user
methodology for identifying unarticulated (i.e., unstated customer
needs) needs to develop new breakthrough products and services. (0.7
credit)
EMT 755
(formerly Mgt 755) Process Management in High-tech
Organizations+
The basic concepts and principles of how
process management applies to technical and business functions will
be covered. Total Quality Management (TQM) and Concurrent
Engineering will be explored in detail. The Baldrige and Deming
Awards will be compared to illustrate the various process management
concepts. Selected TQM topics will be discussed to illustrate the
concepts of TQM, CPI and CCE.
EMT 757
(formerly Mgt 757, cross-listed with MIS 757) Practicum - Effective
Communication for Managers+
In this workshop lab, students will learn
several skills to help them present and write more effectively.
Specific topics include components of effective writing, ten steps
for effective presentations, using advanced computer technologies in
oral presentations, and portraying the correct image. (0.7
credit)
EMT 758
(formerly Mgt 758, cross-listed with MIS 758) Practicum - Oral and
Written Communication Competency+
Students will be graded on several team and
individual oral presentations and written reports which demonstrate
their competency in both oral and written communications. Each
student will have an oral/written report card. (0.6 credit)
EMT 759
(formerly Mgt 759) Practicum - Project Management and
Leadership+
Students will participate in individual and
team projects that demonstrate leadership qualities that were
discussed in the Project Management Leadership course (Mgt 751.) A
synopsis of the leadership qualities will result from the team
projects. (0.6 credit)
EMT 798
(formerly Mgt 798) Integration and Application of Technology
Management+
This is the capstone course for the program. It
is designed to integrate the knowledge developed in the other
courses via a business simulation in which teams of students compete
in running their companies in a complex simulated environment. The
course includes lectures and workshops that demonstrate theory and
techniques of cross-functional decision-making in the management of
technology. Individuals and teams will be observed and assessment
feedback will be given. (5.0 credits)
EMT 800 Special Problems in Executive Master's of
Technology Management (EMTM)
1 to 6 credits. Limit of 6 credits for the degree of
Executive Master of Technology Management (EMTM).
MIS
Courses
MIS 500
Practicum Oral and Written Communication
Competency
Students will be graded on several team and
individual oral presentations and written reports which demonstrate
their competency in both oral and written communications. Each
student will have an oral/written report card. (0.6 credit)
MIS 501
Information Management
A technical and managerial perspective that
considers the management of an Information Technology (IT)
organization for students with little or no academic or professional
IT experience. Topics include: hardware, software, data/information,
networks, applications, organization considerations and frameworks
for managing them. Students assess applications, analyze case
studies and explore an important aspect of their company's
information technology environment. This non-credit, web-based
course is in place to prepare MSIS students that do not have IT
experience. It (or equivalent experience) is a prerequisite for any
MSIS course.
MIS 502
Introduction to Accounting, Microeconomics, Statistics and
Finance
This non-credit, self-paced, web-based course
is provided as a prerequisite to the required Finance course for
MSIS students. It introduces students to four important business
disciplines: Accounting, Microeconomics, Statistics and Financial
statements. It is intended for students without the respective
background from either previous course work or work experience.
MIS 620
(formerly Mgt 772) Analysis and Development of Information
Systems
This course presents and analyzes various
approaches to information analysis and development of organizational
information systems within a system development life cycle (SDLC),
e.g. the waterfall, concentric and prototyping approaches. Topics
include strategic planning for SDLC, front-end and back-end phases
of SDLC, project management, CASE methodologies, and balancing user,
organizational and technical considerations. Prerequisites: Mgt 501,
Mgt 698, Mgt 679 (formerly Mgt 771), or equivalent.
MIS 630
(formerly Mgt 773) Data and Knowledge
Management
This course deals with strategic frameworks
for, and uses of, data, information, and knowledge within business
and organizational contexts. Major course topics include data
quality, data and information modeling, data warehouses, strategic
information systems planning, information continuum, and knowledge
work. Prerequisites: Mgt 501, Mgt 698, Mgt 679 (formerly Mgt 771),
or equivalent.
MIS 640
(formerly Mgt 776) Managing Information Networks
This course
introduces the technical as well as managerial aspects of
distributed information systems. The emphasis is on synthesizing the
underlying technologies (networks, databases and applications) with
management approaches (planning, staffing and organizing). Topics
include: opportunities and challenges of distributed information
systems, review of network technologies (LANs, WANs, MANs, high
speed networks), network architectures, client/server computing,
distributed databases, distributed applications, open systems
standards and the management of distributed information systems.
Case studies are introduced to illustrate different challenges and
approaches to solutions.
MIS 645
(formerly Mgt 644) CyberSecurity Principles for
Managers
This comprehensive course will cover the key
security concepts for managers. In the first phase, security
fundamentals will be covered with emphasis on levels of security
(network, system software, middleware, applications, business
processes), authentication, authorization, access, and integrity. In
the second phase, the key security technologies such as
cryptographic algorithms (symmetric and asymmetric encryption), PKI,
digital certificates, and corporate security will be discussed. The
last phase of this course will discuss the management issues of
security policies and security administration and describe how
various security technologies and approaches can be applied to cybersecurity. Topics will include an overview of Internet security, web
security, web application security, wireless and mobile web
security, and other emerging cyber information issues. Students will
conduct a security audit of web sites and web-based corporate
applications. Prerequisites: Students should have had exposure to
network architecture, data architecture, and application
architecture prior to taking this course by completing the
following: Mgt 772, Mgt 773, and Mgt 776 or their equivalents. Show
current numbers and reference old numbers from here down.
MIS 646
(formerly Mgt 645) Enterprise Architectures for Information
Security
This course focuses on the analysis and
management of Information Security Architectures. Information
Security Architectures consist of organizational, process, and
technology (e.g., data, applications, network, systems) domains. The
integration and effective management of such architectures is
essential to effectively respond to technical risk dynamics. The
course will focus on evaluating the architectural domains and their
integration. The course will rely on management research on
information security, risk, IT strategic planning, and distributed
computing. The student will learn the relationships between business
requirements, technical requirements, and technical risk, and make
appropriate choices for risk mitigation. The course will provide
insights on the continuous management of the information security
function in organizations. Prerequisites: Students should have had
exposure to network architecture, data architecture, and application
architecture prior to taking this course by completing MIS 620
(formerly Mgt 772), MIS 630 (formerly Mgt 773), MIS 640 (formerly
Mgt 776) or their equivalents. In addition, they will have completed
another proposed class, MIS 645 (formerly Mgt 644) "CyberSecurity
Principles."
MIS 647
Information Security and the Law
This course examines every major aspect of the
relationship between information security and the law, at a level
suitable for information security specialists and senior managers
who supervise information security operations. In the
first phase, the course explores substantive legal principles
relating to information security, with regard to both private and
government interests. The second phase of the course
explores information security operations as the repository of
information that may be at issue in legal proceedings.
Finally, the course concludes with a discussion of the
balancing process required to promote information security in a
system of ordered liberties, that is, with due respect for civil
rights.
MIS 661
(cross-listed as Mgt 661) Marketing
Online
Developing products requires an understanding
of content development, knowledge of industry trends, and the
ability to develop deals that bring your product to market. This
course examines consumer demand, consumer behavior, industry
projections, delivery platforms, distribution channels, market
research, and the product development process (from concept to
consumer support). Both general marketing practices and those
particular to the online environment are addressed. Students are
required to work in teams and create a marketing plan. There are no
prerequisites.
MIS 662
(cross-listed as Mgt 662) Legal Issues for the IT
Professional
The course is a study of every major area of
law that has an impact on the IT professional. The focus is on
issues pertaining to electronic commerce and other
technology-intensive business practices. The course discusses basic
commercial law, jurisdictional issues and the contracting
environment for online activity, including UCITA, intellectual
property law, domain names, the protection of databases, privacy and
publicity rights, and government regulation, including content-based
restrictions, criminal law and the prospective taxation of
e-commerce. The goal of the course is to provide basic background in
these issues for non-lawyers, and to promote sensitivity to the
technological and business scenarios in which legal issues arise,
enabling better management of their technological resources and
commercial opportunities. Prerequisite: Mgt 679 (formerly Mgt
771).
MIS 663
(cross-listed as Mgt 663) Entrepreneurship in
IT
In this course students will evaluate and
create their own prospective business strategies. They will develop
an understanding of entrepreneurship and innovation in starting and
growing a business venture. Students will be given an opportunity to
actually start their own business or create a business in their
company by learning how to take advantage of the new order of
business opportunities of the information age. This course’s main
objective is to show students how to identify these opportunities,
be able to formulate and evaluate both qualitatively and
quantitatively whether the opportunity is worth pursuing, and, of
course, how it may be pursued. Actual case studies and experiences
will be intertwined with the course content. There are no
prerequisites.
MIS 671
(formerly Mgt 721) Pharmaceutical Industry Trends and
Issues
The course will provide an overall look at IT
in the pharmaceutical industry, its structure, and trends and issues
which have driven it, are affecting it now, and are likely to change
it in the future. This course will focus on the business forces
shaping the pharmaceutical industry. In addition, this course will
use management research on the integration of IT with the business.
The student will learn how to evaluate important business trends and
how IT can be used to support business success. Topics include a
pharmaceutical industry overview, regulatory compliance, new drug
development, manufacturing and logistics, product marketing, the
role of IT in the pharmaceutical industry, company strategies,
E-pharma, and 21st century pharmaceutical-market future trends.
MIS 672
(formerly Mgt 722) Pharmaceutical Industry New Drug
Development
This course is designed to provide the student
with an in-depth understanding of the pharmaceutical research &
development process and the role of Information Technology (IT) in
this process, with the goal of helping the student to be an
effective provider of information system development and operations
in this arena. The various phases of the process will be described
in detail including key regulatory imperatives and the role of
project management. The current contributions of IT to each phase
will be reviewed; the global perspectives on international
harmonization and worldwide submissions will be discussed; the
economics of IT in drug R&D will be highlighted; illustrative
case studies will be presented; and a view of the future of IT in R&D will be put forth. Topics include organizational models in R&D and IT, a comprehensive view of the main components of the
R&D process, current contributions of IT to each of the main
components of the R&D process, the global perspective, and the
economics of IT in drug development.
MIS 673
(formerly Mgt 724) Pharmaceutical Industry Supply
Chain
This course focuses on the issues surrounding
supply chain design, planning and execution for the pharmaceutical
and biotech industries from drug discovery to delivery. This course
will use research on information systems, optimization, e-business,
and decision-support technologies and lessons learned from their
effective use in global Supply Chain Management for manufacturing
and distribution in the process industries. The student will learn
how to evaluate global Supply Chain issues from the perspectives of
various stakeholders in relationship to overall organization and
societal goals. They will further understand the different
mechanisms for collaboration and create a process for establishing
and maintaining an effective global SCM solution architecture.
Topics include good manufacturing practice and regulations, advanced
planning and scheduling, global competition, mergers and
acquisitions, innovation, new tools and partnerships, effective
global supply chain management, and qualifying for a global supply
chain manager position.
MIS 674
(formerly Mgt 723) Pharmaceutical Industry Marketing and
Sales
This course focuses on the organizational,
management and technology issues and considerations related to the
sales and marketing function of the pharmaceutical industry as one
of its principal boundary-spanning functions. This course will use
extensive research and current literature on pharmaceutical sales
and marketing business approaches and information technologies that
drive or support sales and marketing plans as well as information
and knowledge management considerations that drive competitive
distinctiveness. This course will also explore the real and
potential information and knowledge linkages between the sales and
marketing function and the discovery, product development and supply
chain functions of the pharmaceutical industry. Topics include
linkage of the R&D/marketing and sales cost spiral, the industry
focus on enhancing marketing and sales effectiveness, the
relationship between information delivery mechanisms and physician
prescribing habits, information technology’s growth in marketing and
sales, pharmaceutical sales and marketing and its relationship to
the information value chain, the impact of new trends in discovery
on sales and marketing approaches, and the growing role of the
healthcare consumer.
MIS 681
(formerly Mgt 761) Financial Service Industry
Trends/Issues
This course concentrates on IT trends and
issues in the financial services industry. Due to the diversity of
this industry (banking, brokerage, and insurance), along with the
assortment of customer characteristics (i.e. retail vs.
institutional) we will modularize the lectures by industry and
customer partitions. This segregation will provide for a better
understanding of this ever-changing industry. Upon successful
completion of this course, students will have a solid understanding
of the industry, market dynamics, and how their roles in technology
have an immense impact in the industry. This course will cover the
structure and functioning of financial services, from the
perspective of banking, insurance, capital markets, and brokerage.
Topics include industry consolidation and globalization, investment
banking, fixed-income markets, the equity markets, the regulatory
environment, and financial analysis approaches. Trends in IT and its
effect on each of these areas will be discussed.
MIS 682
(formerly Mgt 762) Capital Markets
This course is designed to familiarize the
student with the current workings of the capital markets. This
course describes fundamental analytical techniques and state of the
art financial instruments. It begins with the time value of money
and progresses to bond mathematics, portfolio management, and
derivatives. The role of information technology is emphasized in
both the development and delivery of financial instruments. Students
will learn to structure IT applications to meet the needs of a
trader or broker. Topics include the time value of money, bond math,
the yield curve, analytical tools, trading and investment
strategies, money market instruments and repurchase agreements,
corporate bonds, macroeconomic dynamics, derivatives,
securitization, equities, and the role of IT in capital markets.
MIS 683
(formerly Mgt 763) Financial Services Industry Back Office
This course is designed to provide the student
with an in-depth understanding of the back office trade process and
the role of information technology (IT) in this process, with the
goal of helping the student to be an effective provider of
information system development and operations in this arena. The
various phases of the trade process will be described, including key
regulatory requirements. The current contributions of IT to the
process will be reviewed, including straight-through processing,
T+1, and foreign exchange trades. Topics include the structure and
vocabulary of a trade and trade processing, the Street-Side view of
a process flow, global processing, straight-through processing,
regulatory and compliance, back-office best practices, improving
efficiencies, and real-time processing.
MIS 684
(formerly Mgt 764) Financial Services Industry
Marketing/Sales
This course concentrates on effective selling
and marketing IT strategies in the financial services industry. Due
to the diversity of this industry (banking, brokerage, and
insurance), along with the multiplicity of customer characteristic
(i.e. retail vs. institutional) we will modularize the lectures by
industry and customer partitions. This segregation will provide for
a better understanding of this ever-changing industry. Upon
successful completion of this program, students will identify client
constituent’s product needs and the ability for financial services
companies to deliver this product (service) in a timely,
cost-effective fashion. Corporate branding and marketing strategies
will be reviewed and challenged by the student. Topics include the
"sell-side", the "buy-side", the selling distribution process,
e-business selling strategies, marketing strategies and corporate
bonding, the role of data warehousing and sales data mining, and
partnership with the client.
MIS 710
(formerly Mgt 783) Enterprise Systems
Management
This course focuses on the role of Information
Technology (IT) in reengineering and enhancing key business
processes. The implications for organizational structures and
processes, as the result of increased opportunities to deploy
information and streamline business systems are covered.
Cross-listed with NIS 630.
MIS 730
(formerly Mgt 784) Integrating IS
Technologies
This course focuses on the issues surrounding
the design of an overall information technology architecture. The
traditional approach in organizations is to segment the problem into
four areas - network, hardware, data and applications. Instead, this
course concentrates on interdependencies among these architectures.
In addition, this course will utilize management research on
organizational integration and coordination. The student will learn
how to design in the large, make appropriate choices about
architecture in relationship to overall organization goals,
understand the different mechanisms for coordination available, and
create a process for establishing and maintaining an ongoing
enterprise architecture. Prerequisites: Mgt 772, Mgt 773 and Mgt 776
or their equivalents. Cross-listed with NIS 633
MIS 750
(formerly Mgt 781) Management of IT
Organizations
The objective of this course is to investigate
and understand the organizational infrastructure and governance
considerations for Information Technology (IT). It concentrates on
developing the students’ competency in current/emerging issues in
creating and coordinating the key activities necessary to manage the
day-to-day IT functions of a company. Topics include: IT’s key
business processes, IT governance, IT organizational structure,
value of IT, role of CIO, outsourcing, systems integration, managing
emerging technologies, change management, and human
resource considerations. This course must be
taken towards the end of the Information Systems degree program.
EMT 757
(formerly Mgt 757, cross-listed with MIS 757) Practicum - Effective
Communication for Managers+
In this workshop lab, students will learn
several skills to help them present and write more effectively.
Specific topics include components of effective writing, ten steps
for effective presentations, using advanced computer technologies in
oral presentations, and portraying the correct image. (0.7
credit)
EMT 758
(formerly Mgt 758, cross-listed with MIS 758) Practicum - Oral and
Written Communication Competency+
Students will be graded on several team and
individual oral presentations and written reports which demonstrate
their competency in both oral and written communications. Each
student will have an oral/written report card. (0.6 credit)
MIS 760
(formerly MIS 780) IT Strategy
The objective of this course is to address the
important question, "How to improve the alignment of business and
information technology strategies?" The course is designed for
advanced graduate students. It provides the student with the most
current approaches to deriving business and information technology
strategies, while ensuring harmony among the organizations. Topics
include business strategy, business infrastructure, IT strategy,
strategic alignment, methods/metrics for building strategies and
achieving alignment. This course must be taken after MIS 750.
MIS 800
(cross-listed with Mgt 800) Special Problems in MIS
(MS)*
With permission of the instructor. Limit of six
credits for the degree of Master of Science.
MIS 900
(cross-listed with Mgt 900) Thesis in MIS
(MS)*
For the degree of Master of Science. Six to 12
credits with departmental approval.
Telecommunications Management
Courses
TM 500
Calculus for Telecommunications Managers
The goal of this course is to provide students
with the background in calculus necessary for the telecommunications
curriculum. Topics covered include review of algebra, plane
coordinates and functions, differentiation, series, geometric series
and exponential series, elements of counting, illustrations of the
material on discrete distributions, z-transform, integration of
simple functions, integrals over the entire line and basic
probability densities. This course may not be taken for credit
towards a degree at Stevens.
TM 550
Introduction to Telecommunications
Concepts
This course sets the foundation for courses
that are to follow covering concepts and major technologies of the
telecommunications industry. Telecommunications regulations,
end-to-end service and historical events are stressed. This course
is open to Telecommunications majors only and is intended for
students with a minimal telecommunications background. This course
may not be taken for credit toward a degree at Stevens. Variable
credits 0-3.
TM 584 Wireless Systems
Security
Wireless systems and their unique
vulnerabilities to attack; system security issues in the context of
wireless systems, including satellite, terrestrial microwave,
military tactical communications, public safety, cellular and
wireless LAN networks; security topics: confidentiality/privacy,
integrity, availability, and control of fraudulent usage of
networks. Issues addressed include jamming, interception and means
to avoid them. Case studies and student projects are an important
component of the course. Cross-listed with EE 584 and NIS
584.
TM 586
Wireless Networking: Architectures, Protocols and
Standards
This course addresses the fundamentals of
wireless networking, including architectures, protocols and
standards. It describes concepts, technology and applications of
wireless networking as used in current and next-generation wireless
networks. It explains the engineering aspects of network functions
and designs. Issues such as mobility management, wireless enterprise
networks, GSM, network signaling, WAP, mobile IP and 3G systems are
covered. Cross-listed with NIS 586 and EE 586.
TM 601
Principles of Applied Telecommunications
Technology
This course covers required technical concepts
of applied telecommunications and an overview of the industry as a
regulated and competitive environment. The main issues of
telecommunications systems and network transmission, signaling and
switching are covered. Attention is given to the following topics:
analog and digital communications; telephony; data communications;
signal types; modulation; multiplexing; network design concepts; and
relevant standards. These topics are presented with attention to the
functional interrelationship of the various sectors of the industry,
business and government regulatory bodies, all of which are affected
by this technology.
TM 605
Probability for Telecommunications
Managers
This course provides a background in
probability and stochastic processes necessary for the analysis of
telecommunications systems. Topics include: axioms of probability,
combinatorial methods, discrete and continuous random variables,
expectation, Poisson processes, birth-death processes and Markov
processes. (Also counts for credit for the NIS program).
Cross-listed with NIS 605.
TM 610
Business Information Networks
Concentrated study of data and computer
communications, information network architectures and standards.
Topics include: IP networking, information characteristics and
requirements for voice, video, image and data; protocol definitions
and performance analyses for distributed networks; network
topologies; local area networks (LAN) functional characteristics,
performance and analysis studies for Ethernet and token ring as
primary technologies; internetworking; metropolitan area networks
(MAN) including FDDI, DQDB; and wide area networking (WAN)
technologies including frame relay and asynchronous transfer mode
(ATM). Prerequisites: TM 601, TM 605.
TM 611
Emerging Technologies
This course
covers a wide range of emerging state-of-the-art transmission and
switching technologies, evolving communication protocols, and their
applications. This course is a super-loaded look at the key
technologies that are about to enter the mainstream. The
course studies technologies that impact both the service provider
industry as well as corporate enterprise IT environment.
Topics included in this course are: VoIP protocols (H.323, SIP,
SGCP, MGCP, IPDC, etc.) and soft switches; Multiprotocol Label
Switching (MPLS) and their applications such as VPN and Traffic
Engineering; Wavelength Division Multiplexing (WDM) and optical
switching; Gigabit/10 Gigabit Ethernet and Storage Area Networks
(SAN); Wireless LANs (IEEE 802.11a/b/g, 802.15, 802.16, etc.);
management and performance modeling tools. Prerequisites: TM 601, TM
610.
TM 612
Regulation and Policy in the Telecommunications
Industry
Historical perspective of telecommunications as
a regulated industry, effects of regulation on industry growth in
pre- and post-divestiture environments; special case of divestiture
of AT&T; government regulatory agencies and processes;
management issues related to business between regulated and
non-regulated corporations; tariff structures, rules and rate making
in the regulated environment. Issues of privatization and
deregulation in international telecommunications and their effects
on global companies are also studied.
TM 613
Knowledge Discovery and Data Mining for Telecommunications
Managers
This course covers topics in intelligent
extraction of data and information from data stores and data
warehouses. The course complements several theoretical techniques
such as neural networks, data-driven decision, rule-based systems,
machine learning and decision trees with case studies from several
telecommunications companies such as Bell Atlantic, US West, etc.
Prerequisite: TM 605.
TM 614
Principles of Traffic Engineering and Performance
Analysis
Introduction to the principles of traffic
engineering and performance analysis which play a crucial role in
the design, provisioning, measurement, management and control of
modern telecommunications systems. Topics include models for traffic
arrival and service processes, superposition and decomposition,
traffic burstiness, grade of service (GOS), quality of service (QOS)
issues, efficiency, trunk reservation priority, peakedness,
interactive systems, throughput/delay tradeoffs, bottleneck
analysis, overload performance and control, and buffer management
principles. Open, closed and mixed queuing network flow control
models are studied as well as throughput and delay analysis for
controlled and random access LAN. Prerequisites: TM 601, TM 605.
TM 615
Wireless Communications and Mobile
Computing
This course provides a broad overview of the
important field of wireless and personal communications. Topics to
be examined include the mobile wireless standards of AMPS, North
American TDMA (IS-138), GSM and CDMA (IS-95). Security and privacy,
network management and interworking in wireless systems (IS-41) will
also be examined. An overview of RF propagation factors and selected
cellular design approaches is presented. Wireless data are
introduced by examining cellular digital packet data. Selected goals
and challenges of the field of mobile computing are examined along
with the resulting network architectures and applications.
Prerequisites: TM 601, TM 610.
TM 616 Global
Wireless Industry
This course is focused on the global wireless
industry and mobile wireless systems. The course will analyze the
various complexities facing management when deploying or operating a
wireless mobility system. The four main areas of the management of
mobile wireless systems that will be covered in the course are the
global wireless mobility market, regulatory requirements, management
challenges, and decision methods. The course will utilize a
combination of traditional instructor-led material in addition to
homework assignments that will be geared toward reinforcing the
lecture material. A team-based class project will also be assigned.
Specific topics covered include the global wireless industry
(service providers, handset and infrastructure vendors, and
standards and trade organizations), international regulation,
wireless operators’ organization and metrics, and the initial
planning, deployment decisions, forecasting, and budget
considerations in wireless system deployment.
TM 617 Next
Generation Wireless Systems
This course provides a broad perspective on the
services, applications, requirements, architecture, standards, and
impact of emerging wireless networks. The new wireless services and
applications, which are driving the development and deployment of
new wireless networks, are defined and differentiated. The tradeoffs
between customer requirements and network performance are analyzed.
The fundamentals of next generation network interfaces and resource
management and the impact of multiple international standards are
explored. The architecture and operational scenarios of the two
major third generation standards (UMTS and cdma2000) are examined
and differentiated. UMTS and cdma2000 are compared from multiple
perspectives including network evolution, services and applications,
global markets, and financial perspectives. Specific topics examined
include services, applications, and QoS in next generation wireless
networks along with the architecture and operational scenarios of
global standards (UMTS and cdma2000) in next generation wireless
networks. Prerequisite: TM 615.
TM 618
Performance of Emerging Mobile Wireless
Networks
This course develops a fundamental
understanding of the performance, management and life-cycle analysis
of emerging mobile wireless networks. The major components of a
mobile wireless network; the Radio Access Network (RAN) and the core
Back-Bone Network (BBN), are described in terms of their major
functional elements. The impact of these functional elements upon
the ability of the system to achieve established performance metrics
is examined. This course will also examine the trade-offs in system
performance and management that each of the elements has on system
complexity, planning, and ability to meet the required performance
objectives. Life-cycle analysis and in particular, the migration of
mobile wireless systems to third generation networks is discussed
with emphasis on the impact of migration on system architecture and
cost. The topics of system performance, management and life cycle
analysis are crucial to wireless managers and professionals in the
planning and migration of mobile wireless networks. The course
includes a team project where the students will apply the knowledge
covered by the course to a practical case study. Prerequisites: TM
605, TM 610, TM 615
TM 619
E-Commerce Technologies
The course provides an understanding of
electronic commerce and related architectures, protocols and
technologies. It describes the e-commerce concept, objectives and
market drivers, as well as requirements and underpinning techniques
and technologies, including the Internet, WWW, multimedia,
intelligent agents, client-server and data mining. Security in
e-commerce is addressed, including types of security attacks,
security mechanisms, Virtual Private Networks (VPNs), firewalls,
Intranets and extranets. Implementation issues in e-commerce,
including the design and management of its infrastructure and
applications (ERP, CRM, SCM), are discussed. M-commerce is
addressed; electronic payment systems with their associated
protocols are described, and various B2C and B2B applications are
presented. Also, policy and regulatory issues in e-commerce are
discussed. Cross-listed with CS 619, CpE 619 and NIS 619.
Prerequisite: CS 666, CpE 678, TM 610 or Mgt 776.
TM 621
Telecommunications Switching &
Signaling
This course covers the technologies of
switching systems for circuit, packet, and broadband-switched
networks. The focus of this course is switching systems instead of
transmission systems. Topics include: telephony switching, switching
fabric architectures and analysis of their complexity, optical and
photonic switching, Asynchronous Transfer Mode (ATM) for broadband
networks. The various layers of ATM are investigated with switching
fabric and architecture alternatives. Included in this course is the
study of high-speed packet networks based on Label Switching (MPLS)
and their applications (e.g., VPN, Traffic Engineering). Other
related topics include IP telephony and its standards such as H.323,
SIP, SGCP. This course also covers circuit-switched network
signaling used in user-to-network and network-to-network call
control. Major topics include Common Channel Signaling System 7
(CCS7), Signaling Transfer Point (STP), ISDN User Part (ISUP),
Transaction Capabilities Part (TCAP), and routing techniques. The
course will cover Inter-working of SS7 and IP Session Initiated
Protocol (SIP), H.323 signaling protocol series. Included in the
course are discussions on existing products in the industry such as
Lucent Technologies' 5ESS, Ericsson's AXE10, Juniper's M160,
Tellium's Aurora System.
TM 624
Network Management
This course presents technical management
issues of network control and operations. This subject is approached
with the introduction of organization issues and requirements for
network systems groups within corporations, and then principally
concentrates on the current technical issues of network management
standards such as SNMP and SNMPv2. The course requires students to
engage in the detailed study of the evolving standards of Management
Information Bases (MIB) in the industry and the messaging protocols
required to implement Network Management Systems (NMS). Semester
projects include the group development of computer-based simulated
network management systems to apply the knowledge gained in the
course and detailed competitive analysis of current systems
implemented in industry. Topics include network management concepts,
administrative and operational management, performance management,
fault management, configuration management, security management and
accounting management, remote network management (RMON).
Prerequisites: TM 601, TM 605, TM 610.
TM 670
Decision Analysis for Corporate Network
Systems
This course surveys sector implementation of
corporate telecommunication networks and the business issues
involved in their selection. Issues of equipment acquisition,
financing and accounting will be studied in depth. Additionally, the
equipment/system selection process will use the techniques of
probabilistic outcomes, simulation, sensitivity analysis and
multi-attribute analysis to better define the risks and
opportunities of these investments. Also studied are
telecommunications systems’ effects on the balance sheet of the
corporation as financial assets or liabilities: strategic assets,
active revenue-producing tools or passive service provision in the
corporation’s realization of a business plan. Prerequisites: TM 601,
TM 610, Mgt 600, Mgt 618.
TM 694
E-business Security and Information
Assurance
Information assurance and security are
recognized as very important areas in electronic business
transactions and financial systems, from the managers’, users’ and
providers’ viewpoints. This course addresses the security of
e-business and cyber environments from an end-to-end perspective,
including data center security and access security. The information
security phases of inspection, protection, detection, reaction and
reflection are emphasized. Topics also include: application, server
and database security, virtual local area networks (VLANs), secure
access techniques and secure electronic payment systems. The course
also reviews financial Electronic Data Interchange (EDI) and smart
card security in banking applications. The course includes a project
and some lab experiments related to SSL, SET, EDI, server and
application security. Cross-listed with CS 694. Prerequisite: CS 666
or TM 610 or equivalent.
TM 765
Selected Topics in Telecommunications
Management
A participating seminar on topics of current
interest and importance in the field of applied telecommunications
technology and networking.
TM 770 Economics of Networks: Pricing, Auctions
and Trading
Network
industries play a crucial role in modern life and the economy would
be very much diminished without communications and information
networks. This course analyzes the economics of networks and
communications services. Theoretical and practical aspects of the
subject will be covered based on three pillars: Technologies,
Pricing, and Special Topics (auctions, trading bandwidth,
regulation). Communications technologies are reviewed, traditional
as well as new, e.g., Internet , ATM, Wireless. The course then
provides in depth analysis of the economics of monopoly, oligopoly
and perfectly competitive markets, as applied to the telecom
markets. Pricing alternatives are formalized using simple
mathematical models. Students learn how network control and
performance of networks ties with the economic analysis of consumer
behavior. Special topics related to game theory, risk management of
telecom operations, trading of bandwidth as well as auctions of
bandwidth and spectrum are covered towards the end of the course. It
is an essential reference for students who are focusing in
performance, analysis, design of networks, regulation and policy in
telecommunications, economics of information goods and risk
management. The course targets advanced Master’s students and Ph.D.
students across all Schools (Management, Engineering, Sciences), who
are interested in the economics aspects of communication networks.
Prerequisites: Calculus and Networks at a university level, e.g., TM
500 and TM 601, or equivalent. The course is technically demanding
and is intended for students who have quantitative background and
knowledge of communications networks.
TM 800
Special Problems in Telecommunications
Management*
An investigation of a current research topic
under the direction of a faculty member. A written report is
required which should have the substance of a publishable article.
Earned credits range from one to five credits to be applied to the
MS in Telecommunications Management degree.
TM 801
Special Problems in Telecommunications
Management*
With permission of the instructor. Limit of six
credits for the degree of Doctor of Philosophy.
TM 900 Thesis
in Telecommunications Management*
For the degree of Master of Science. Six to 12
credits with departmental approval.
*By
request
+ Open only
to students in the Master of Technology Management program.
Science Education Courses Offered online
at www.WebCampus.Stevens.edu
Mgt 627
Mathematical Tools for Data Analysis
This course will endeavor to equip the student
with tools to visually analyze data and to elicit questions
suggested by the data. Modern technology provides tools for
graphical display and simulation heretofore unavailable. This course
of study introduces the student to such technological innovations
and will include such topics as stemleaf plots, histograms, hanging
rootograms, hanging chi-grams, box plots, contingency tables and
related chi-square tests, typical values, measures of spread,
regression models, Q-Q plots, and nonparametric tests such as the
sign test, the Wilcoxon signed rank test, Mann-Whitney tests and
Kendall's tau. The emphasis will be on exploratory data analysis in
contrast to confirmatory analyses, and will utilize real data
extracted from the web and elsewhere. Offered online only.
Mgt 651
Internet Applications for Use in Science
Education
This course is designed to enable students at
course end to navigate the web effectively, to explore Ask-an-Expert
Sites to, develop and assess collaborative projects and to utilize
subject guides and search engines. Students will be taught how to
introduce web site materials into traditional courses, how to locate
resources for social sciences or language arts, how to create a web
site and how to use FTP. Students will make final presentations.
Students will acquire the range of requisite skills to enable and
foster the seamless introduction of Internet materials into science
or mathematics courses. Emphasis will be on the acquisition of
real-time data from the Internet. Offered online only.
Mgt 785
Introduction to the Development of Computer-Based Instructional
Systems
This course includes the study of the various
types of computer-based instructional (CBI) approaches: tutorials,
drills, simulations, instructional games and tests; the process of
producing such materials: preparation, design, storyboarding,
programming and evaluation. It offers instruction in the use of
authoring systems with which CBT materials may be readily produced.
Assignments include the critique of an existing CBI program and the
creation of a short tutorial. Offered online only.
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