Management and Organization Courses

MB 021 Organizational Behavior (Fall/Spring: 3)

As an introduction to the study of human behavior in organizations, this course aims at increasing an awareness and understanding of individual, interpersonal, group, and organizational events, as well as increasing a student's ability to explain and influence such events. The course deals with concepts that are applicable to institutions of any type; a central thrust of these concepts concerns the way institutions can become more adaptive and effective. The course is designed to help the student understand and influence the groups and organizations to which he/she currently belongs and with which he/she will become involved in a later career.
The Department

Last Updated: 11-NOV-11

MB 031 Organizational Behavior—Honors (Spring: 3)

Satisfies the Carroll School of Management Core requirement in Organizational Behavior. Counts as an intensive course in the Carroll School of Management Honors Program.
This course focuses on the study of individual, group, and organizational behavior. It emphasizes a diagnostic approach and ethical problem solving in varied organizational settings. The course differs from MB 021 in including an independent field project relating to an actual organization as well as assignments that encourage more extensive reflection on and evaluation of contemporary organizational practice.
Mindy Payne

Last Updated: 27-JAN-12

MB 099 Strategic Management (Fall/Spring: 3)

Prerequisite: Successful completion of the CSOM core requirements
This is the senior integrative capstone course of the CSOM core
This course provides future leaders and strategists with an understanding of strategic management that will enable them to function effectively in a complex, global economy. Successful strategists need to define goals, analyze the organization and its environment, make choices, and take concerted actions to effect positive change in their organization and society. Using the conceptual tools and analytic frameworks of strategic management, this course provides a perspective that is integrative, yet analytical. This perspective helps students make sense of the global business and societal environments, understand the ambiguities and dilemmas of management, and learn how to take effective action.
The Department

Last Updated: 13-MAR-12

MB 100 Strategic Management-Honors (Fall: 3)

Prerequisite: MD 100 substitutes for MD 099 in the CSOM Core requirements, hence, it has the same prerequisites as MD 099.
This is the senior integrative capstone course of the CSOM Core.
This course is designed to develop the administrative perspective and general management skills necessary for determining and achieving the strategic objectives of a firm. Through case studies and readings, the course exposes future managers to (1) the use of strategic concepts to achieve corporate objectives and mission in competitive situations through the use of strategic management concepts, including environmental and industry analysis, and (2) the integrative application of knowledge gained from all of the management disciplines to solve actual management dilemmas.
Richard McGowan, SJ

Last Updated: 13-MAR-12

MB 110 Human Resources Management (Fall/Spring: 3)

Prerequisite: MB 021, MB 031, or permission of instructor
This course surveys the functions, processes, and techniques of human resource management. It examines human resource management from the perspective of human resources systems implemented by managers and human resources professionals. The development of programs to reduce turnover, forecast personnel needs, and create career tracks is critical to the success of companies competing in the international arena. Just as it would be unthinkable for a modern manager to be computer illiterate, it is extremely difficult for a manager to succeed without a solid background in human resources management.
Judith Gordon
Richard Nielsen

Last Updated: 27-JAN-12

MB 111 Ethical Leadership Skills (Spring: 3)

Prerequisite: MB 021, MB 031, or permission of instructor
This course focuses on ethics leadership and engagement methods in different types of pre-modern, modern, and postmodern organizational and political-economic contexts. What are our visions of ethical leadership, relationships and organization? What were we doing when we were at our best in leading meaningful and effective change and problem resolution in our relationships with family and friends and in our work and citizenship lives? What have been the individual, organizational, and environmental obstacles that made it difficult for us to lead meaningfully and effectively? What are different types of methods in trying to intervene and lead ethical change?
Richard Nielsen

Last Updated: 27-JAN-12

MB 119 Communication and Personal Branding (Fall: 3)

An innovative, interactive course for juniors and seniors who want to effectively manage how they communicate individually and in a group in their everyday work life and as they develop their careers in all types of organizations. Self-branding is how people both hear you and perceive you and makes you a powerful job candidate and improves your performance on the job. This course helps you understand what is unique about you and how to practice skills that make you a powerful communicator in both written and verbal formats.
Philip Fragasso

Last Updated: 26-SEP-12

MB 123 Negotiation (Fall: 3)

Prerequisite: MB 021, MB 031, or permission of instructor
Negotiating is a key process in leadership, conflict resolution, and change management at every level of internal and external management. The purpose of the course is to improve students' abilities to analyze, prepare for, and practice win-lose, win-win, dialogic, and third party negotiating methods as appropriate. Emphasis is on practical application and personal development. Teaching methods used are role playing, discussion of readings, discussion with practitioners, original student projects, and discussion of current events. Students are invited to reflect upon how negotiating and conflict resolution practices help them developmentally change themselves, their organizations, and the world.
Richard Nielsen

Last Updated: 27-JAN-12

MB 127 Leadership (Fall/Spring: 3)

Prerequisite: MB 021, MB 031, or permission of instructor
In today's world, there are many challenges that call for effective leadership. Corporate ethics scandals, an increasingly global and diverse work force, and the need for employees to experience renewed meaning and connection to their work are just a few examples. How we respond to these challenges can profoundly change the world in which we live and work. In this course, we learn about the challenges and opportunities of effective leadership and how leaders, including ourselves, can respond to them.
Michael Pratt
Judith Clair

Last Updated: 11-NOV-11

MB 131 Crisis Leadership (Spring: 3)

Offered Periodically
In crisis situations leaders need to shift priorities quickly and communicate in the face of uncertainty. Examples include a serious product defect that harms customers, unethical behavior by an employee, a natural disaster, an epidemic, an industrial accident causing environmental damage, or a major breakdown in IT security. A crisis can actually be an opportunity for a leader. In this course students will practice their own capability to respond under time pressure using online and in class simulations, and we┐ll examine a range of crisis scenarios both in the United States and internationally.
Laura Foote

Last Updated: 25-OCT-13

MB 133 Leading High Performance Teams (Spring: 3)

This course examines the dynamics of groups— such as teams— within organizations. One of the key questions we will investigate is what makes some teams more effective than others. Students will learn and practice high performance team fundamentals, intervening to problem solve and understand the consequences of interpersonal conflicts. The course emphasizes a diagnostic and reflection approach within varied team settings and includes an independent field analysis project relating to an actual team within an organization.
Mindy Payne

Last Updated: 26-SEP-12

MB 137 Managing Diversity (Fall: 3)

Prerequisite: MB 021, MB 031, or permission of instructor
Cross Listed with BK137
Satisfies Cultural Diversity Core Requirement
Students in this course will learn about contemporary empirical and theoretical research on the dynamics of international culture, gender, race, and other special differences in the workplace. They can also increase skills in diagnosing and solving diversity-related conflicts and dilemmas, and develop a capacity to distinguish a monolithic organization from one that treats diversity as a competitive advantage.
Judith Clair

Last Updated: 26-SEP-12

MB 139 Special Topics:Social Innovation&Entrepreneurship (Fall: 3)

Social enterprise refers to a range of innovative organizations -- from start-up non-profits to large multinationals -- which aim to meet a market need while achieving a social mission. Managing a social enterprise sustainably requires a strong customer orientation, agility to adapt to external trends, and building strategic partnerships. This course will use case studies to look at examples of both successful and struggling social enterprises. We will cover balancing mission and profits, accessing alternative financing including social impact investors and crowdsourcing, and designing appropriate performance metrics. Students will develop pitches and business plans for their own social enterprise ideas.
Laura Foote

Last Updated: 01-APR-13

MB 139.01 Special Topics:Social Innovation&Entrepreneurship (Fall 2013-2014: 3)

Social enterprise refers to a range of innovative organizations -- from start-up non-profits to large multinationals -- which aim to meet a market need while achieving a social mission. Managing a social enterprise sustainably requires a strong customer orientation, agility to adapt to external trends, and building strategic partnerships. This course will use case studies to look at examples of both successful and struggling social enterprises. We will cover balancing mission and profits, accessing alternative financing including social impact investors and crowdsourcing, and designing appropriate performance metrics. Students will develop pitches and business plans for their own social enterprise ideas.
Laura Foote

Last Updated: 01-APR-13

MB 140 Special Topics: International Management (Fall: 3)

Offered Periodically
This course provides students with an in-depth survey of the issues related to behavioral aspects in organizations in a non-domestic environment. A focus of the course is the examination of culture and ways in which it influences organizational behavior. This course will give students a solid understanding of effective human resource management practices in an international context and prepare them to lead in a global environment.
Catherine Hall

Last Updated: 14-NOV-13

MB 145 Environmental Management (Spring: 3)

Offered Periodically
Fulfills an elective requirement in public policy for Environmental Studies minors, an elective requirement for Human Resource concentrators, and a general elective requirement for Carroll School of Management undergraduates.
This course focuses on the management of organizations to achieve environmental sustainability. Concern with the natural environment has been treated as a peripheral issue for business. Environmental management was regarded as an added cost driven by regulation. Now there is a growing awareness that separating organizational management from the impact of the corporation on the environment is an unsustainable strategy. Managers are faced with pressures from stakeholders and have to make choices on how to integrate environmental responsibility into the operations of the organization. We will consider the techniques that managers can use to deal with the issue of sustainability.
William Stevenson

Last Updated: 27-JAN-12

MB 150 Special Topics: Transitions: Learning How to Learn in the World of Business (Fall: 3)

This course is designed to help students make the critical transition from learning in an academic environment to learning in a business environment. The course will focus on current business events, such as the mortgage crisis, the future of the euro, the budget deficit, and health care, as well as other business issues that shape tomorrow┐s operating environment. This course offers an opportunity to work with an accomplished financial executive to learn how the most successful professionals engage in lifelong learning as a catalyst to a successful career.
Richard F. Powers III

Last Updated: 27-JAN-12

MB 170 Special Topics: Entrepreneurial Management (Spring: 3)

Entrepreneurial opportunities often exist when industries are created or transformed by new technologies, new business models or new product categories. The pursuit of these opportunities, however, creates challenges for both start-ups and established firms. This course introduces a research-based launch, and grow innovative ventures that revolutionize markets. We will discuss cases set in a range of industry contexts including: folding bicycles, online Indian art auctions, aviation (air taxis), electronic publishing, fashion, digital imaging, education, and clean energy.
Mary Tripsas

Last Updated: 18-OCT-12

MB 265 Globalization, Culture, and Ethics (Fall: 3)

Satisfies Cultural Diversity Core Requirement
This course helps students learn how to manage responsibly across different countries and cultures. The spread of capitalism and expansion of markets around the globe provoke challenging questions about socially responsible management. Managers must decide whether strategies and ethical principles that make sense in one culture can be applied to others. Central to the course will be the difficult choice between adapting to prevailing cultural norms or initiating a cultural/moral transformation. The course considers a number of cases set in different cultural contexts. There are selected readings about the beliefs, ideals, and values at the core of these different cultures.
Rick Spinello

Last Updated: 13-MAR-12

MB 270 Ethics of Risk (Fall: 3)

Offered periodically
The concept of risk is one that is rooted in Renaissance lifestyles in which autonomous agents such as bankers, merchants, tradesmen, and sailors ventured upon lucrative but dangerous enterprises. Hence, the concept of risk combines two inseparable elements: Risk = Venture + Danger. The goal of this course is to examine the role that this dual nature of risk plays in economic and business decision making.
Richard McGowan, SJ

Last Updated: 13-MAR-12

MB 299 Independent Study (Fall/Spring: 3)

Prerequisite: Permission of the instructor
The student works under the direction of an individual professor, with whom he or she has made specific advance arrangements.
The Department

Last Updated: 11-NOV-11

MB 313 Research Methods for Management (Fall: 3)

Prerequisite: MB 021 or MB 031, MB 110
Offered Periodically
This course introduces you to the tools that you need to conduct and evaluate organizational research. These skills will help you qualify for positions in human resources research, consulting or research-based jobs. Students who take this course will be able to answer: how to convert organizational problems into testable propositions, how to develop qualitative insights into problems and convert these insights into testable hypotheses, and how to deal with internal and external clients in search of answers to organizational problems. Although the course is geared to the practice of organizational research, you will learn a more general set of skills.
William Stevenson

Last Updated: 27-JAN-12

MB 702 Management Practice II: Leadership Workshop (Fall/Spring: 3)

This course provides an examination of leadership as well as a forum for the discussion and development of action skills and the cultivation of personal values and ethics in the art of management. Students examine their leadership styles as a step toward evolving effective modes of leadership.
The Department

Last Updated: 11-NOV-11

MB 708 Managing in A Global Environment (Fall/Spring: 3)

This course introduces students to some of the salient issues concerning global industries and global strategy. The course will help students identify what characteristics make an industry global, evaluate what strategic options organizations have when competing in such industries, and develop frameworks to understand how to solve specific managerial problems associated with crafting and implementing a global strategy. The course will also expose students to how host governments influence a multinational company's actions in international markets and will introduce them to the unique issues these companies face when competing in emerging markets.
Vivek Marya
Mohan Subramaniam

Last Updated: 13-MAR-12

MB 709 Managing People and Organizations (Fall/Spring: 3)

This course focuses on the analysis and diagnosis of organizational problems. It attempts to enable students to apply these concepts to real organizational and managerial problems. It also provides opportunities for participation in ongoing work teams while learning about team effectiveness. Finally, students can examine their own behavior and beliefs about organizations to compare, contrast, and integrate them with the theories and observations of others.
Phil Fragasso
Candace Jones

Last Updated: 11-NOV-11

MB 710 Strategic Management (Fall/Spring: 3)

The strategic management course deals with the overall general management of an organization. It stresses the role of the manager as strategist and coordinator whose function is to integrate the conflicting internal forces that arise from among the various organizational units while simultaneously adapting to the external pressures that originate from a changing environment. Drawing on the knowledge and skills developed in the core curriculum, this course serves as the integrating experience for the M.B.A. program.
The Department

Last Updated: 13-MAR-12

MB 711 Managing Business in Society (Fall/Spring: 3)

Prerequisite: Management Practice I, II, and III, and M.B.A. Core
This course deals with the complexities of managing corporate sustainability and responsibility (new CSR) in today┐s dynamic and ever-more difficult world. Emphases include the integration of issues related to business in society, ethics, responsibility, accountability, transparency, governance, and ecological sustainability into corporate strategies and practices. We use a strategic management lens to learn the potential sources of strategic and competitive advantage that can derive from CSR, and explore some of the problems associated with poor responsibility practices.
Sandra Waddock

Last Updated: 14-NOV-13

MB 712 Managing People and Organizations (Fall: 3)

Among the major facets of organizational management, its human dynamics have consistently proven to be the most challenging to understand, predict, and control. This course introduces the accumulated knowledge about individual, group, and system-wide behavior in organizations, as well as contemporary approaches for both diagnosing and intervening in situations at each of these systems levels. Students will be exposed to theories, concepts, and important literature in the field, with frequent opportunities to integrate and apply this knowledge.
Robert Radin

Last Updated: 11-NOV-11

MB 725 Global Strategy (Spring: 3)

Prerequisite: Completion of MBA core curriculum or consent of instructor.
The course is designed to educate future business leaders about the global context in which business is conducted and its relevance to strategic management. It will increase students┐ awareness of the key economic, cultural and political issues affecting business on a global scale and the interactions among firms, markets, governments and other social actors in grappling with them. It provides students with the conceptual tools necessary to understand and work effectively in today┐s interconnected world by developing strategic perspectives that link this changing environment, the state of the global industry, and the capabilities and position of the firm.
Tieying Yu

Last Updated: 09-APR-12

MB 730 Strategic Analysis (Fall: 3)

MB730 introduces the concept of strategy and strategic management with an emphasis on analytical frameworks for formulating and implementing decisions that achieve strategic objectives and sustained superior competitive performance. MB730 provides the foundation for the comprehensive and integrative approach to functional disciplines that effective strategic decision-making and leadership requires. MB730 focuses on the general management perspectives that facilitate effective assessment of industry, economic, competitive, and environmental forces which determine the opportunities and threats that organizations confront. MB730 equips students with analytical tools and perspectives for making resource allocation and investment decisions when environmental and competitive conditions are characterized by ambiguity.
Hassell McClellan

Last Updated: 19-MAR-12

MB 750 Managing in A Changing World (Spring: 3)

Prerequisite: Management Practice I, II, III and M.B.A. Core
Emphasizes strategic management in the broadest possible context--in social, political, ecological, and ethical environments. These external environments are viewed as a complex set of interrelated economic, cultural, legal, social, political, and ecological influences facing the organization as it operates in domestic and global contexts; a powerful and dynamic set of constituencies affecting the enterprise; and a set of issues to which the organization must respond. Also provides a forward-looking perspective on the dominant trends and issues that shape the competitive environment in a rapidly changing economy: technology, globalization, strategic and economic alliances, new standards, and expectations for executives and corporations.
Rick Spinello

Last Updated: 13-MAR-12

MB 804 Nonprofit Management (Fall: 3)

This course provides an opportunity to explore essential management issues in a nonprofit context alongside topics that are somewhat unique to the nonprofit sector, including distinctive funding methods, governance, and staffing structures. Topical areas include Social Entrepreneurship, Venture Philanthropy, Leadership, Strategic Planning, Performance Measurement, Cause Marketing, and Microfinance. In addition to case and article discussion, the course features local, national, and international nonprofit leaders as guest speakers. The course aims to provide future nonprofit managers, volunteers, board members, donors, or supporters with a more nuanced understanding of critical issues and important trends in the nonprofit sector.
Nate Pelsma

Last Updated: 13-MAR-12

MB 806 Strategic Planning and Implementation (Spring: 3)

Prerequisite: MD 710 or MD 740, or permission of instructor
We will explore how to develop a business strategy and implement it through readings, assignments, class discussion and a case project. This will include examining emerging strategies build with higher purpose, ethical values and inspired leadership. Students will analyze real business situations, including a start-up business; an established, successful company; and a turnaround situation. The leaders of one of those businesses will participate in the project team report outs and share their own learnings.
Nancy Lowd

Last Updated: 13-MAR-12

MB 807 Industry&Competitive Analysis (Spring: 3)


Metin Sengul

Last Updated: 27-JAN-12

MB 810 Small Business Strategy (Spring: 3)

Prerequisite: MD 710 or MD 740
Offered periodically
The objective of the course is to provide the student with an understanding of and the ability to utilize the various concepts, analytical techniques and practical applications essential to starting up and/or successfully operating a small business enterprise. Class sessions will consist of discussions led by the instructor or students on particular small business concepts and practices, preceded or followed by discussion of case assignments relevant to the particular subject matter.
William Driscoll

Last Updated: 13-MAR-12

MB 812 Negotiating (Fall: 3)

Prerequisite: MB 709, MB 712, or permission of instructor
Have you found yourself limited in your performance because you lacked the ability to effectively negotiate for more resources, including staff, money, or time? Do you experience difficulty in handling conflict in organizations? Are you anxious to improve your ability to take a problem-solving approach to organizational dilemmas? This course assists students in becoming more effective negotiators in a range of organizational situations. Students learn the different types of negotiating approaches and practice their use in a variety of situations.
Catherine Hall

Last Updated: 11-NOV-11

MB 814 Strategy for Pharma and Bio-Technology (Fall: 3)

This course evaluates strategic challenges and opportunities faced by life science companies. We will review: US health care system versus global alternatives, Global burden of disease and treatment paradigm, Industry benchmarks for R&D, Business Development, and Commercialization. We will consider specific strategic issues facing the industry, e.g. emerging markets opportunity, R&D productivity challenges, Portfolio management approaches, Increasing role of academia and bio-tech in discovery. Guest lecturers working within the industry will speak to strategic issues. Students will be asked to complete two typical consulting projects focusing on a particular disease state and/or strategic issue.
Frank Deane

Last Updated: 13-MAR-12

MB 815 Women and Leadership (Fall: 3)

This course explores challenges and opportunities women face as leaders and managers in organizations. Students will examine a variety of issues: the call and character of women leaders, leadership issues throughout women's careers, essential skills and competencies, balancing work and family, etc. Our goal is to link lessons learned from readings with our own and others' practical experience as leaders and managers of organizations. We rely on a variety of learning methods, including discussion and reflection, critique of readings, experiential exercises, connections with women leaders and managers, and guest speakers who will provide us with insights about their own experiences.
Judith Clair

Last Updated: 11-NOV-11

MB 817 Advanced Topics: Environmental Management (Spring: 3)

Offered Periodically

William Stevenson

Last Updated: 11-NOV-11

MB 836 Entrepreneurial Management (Spring: 3)

Entrepreneurial opportunities often exist when industries are created or transformed by new technologies, new business models or new product categories. The pursuit of these opportunities, however, creates challenges for both start-ups and established firms. This course introduces a research-based launch, and grow innovative ventures that revolutionize markets. We will discuss cases set in a range of industry contexts including: folding bicycles, online Indian art auctions, aviation (air taxis), electronic publishing, fashion, digital imaging, education, and clean energy.
Mary Tripsas

Last Updated: 18-OCT-12

MB 837 Advanced Topics: Strategic Deal-Making (Spring: 3)

This is a course with practical case studies and innovative experiential simulations that will empower you with specific ways to proactively shape discussions and business agreements by creating partnerships, alliances and business deals with the right parties, approached in the right order/sequence, dealing with the right issues/interests, by the right means under the right to reach more optimal outcomes.
Patrick Davenport

Last Updated: 13-MAR-12

MB 840 Social Entrepreneurship (Spring: 3)

Creating and leading a sustainable social enterprise requires a strong customer orientation, the agility to adapt to external trends, a desire to build strategic partnerships, and a commitment to making measurable social impact. Students will evaluate both successful and struggling social enterprises, and look at many ways to innovate at different parts of the value chain, to balance mission and profits, to access alternative financing including social impact investors and crowdsourcing, and to design appropriate performance metrics. Students will develop pitches and write business plans for their own social enterprise ideas.
Laura Foote

Last Updated: 25-OCT-13

MB 841 Green Innovation and Sustainability Strategies for Business (Spring: 3)

Offered periodically
This course focuses on the critical factors for building competitive environmental strategies for business in the areas of green innovation and eco-efficiency. It examines the drivers behind the "green wave," the factors for developing successful environmental initiatives, and how to integrate environmental thinking into the business strategy. Key topics will include green design, product life-cycle assessment, greening the supply chain, eco-branding, and dematerialization. The course is based on case studies, in-class discussions, presentations by business representatives, and a final project based on solving a specific environmental problem for a local company.
Vesela Veleva

Last Updated: 13-MAR-12

MB 851 Macro-Organizational Theory (Fall: 3)

The seminar provides a foundation in traditional and emerging topics in theory at the organizational level of analysis. Several perspectives are explored such as Weberian bureaucracies, open systems theories, contingency theory in organization design, political economy, resource dependence and demography, institutional theories, population and community ecology, organizational culture, and interpretivist perspectives.
Candace Jones

Last Updated: 11-NOV-11

MB 855 Advanced Topics/Social Cognition (Spring: 3)


John Glynn

Last Updated: 11-NOV-11

MB 871 Quantitative Research Methods (Fall: 3)

This course deals with quantitative measurement and interpretation of phenomena in organization studies. Topics include theory construction; the development of causal models; the problems of the reliability and validity of measures, survey research, questionnaire design, sampling design, interviewing techniques, data collection, coding, and database design; experimental and quasi-experimental design; and meta-analysis.
William Stevenson

Last Updated: 11-NOV-11

MB 872 Research Seminar I (Spring: 3)

Students participate with department faculty as colleagues in a weekly seminar on contemporary developments in organization studies. Objectives are to enhance expertise in theory building, scholarly writing, and other professional competencies, to foster completion of the second year paper, to improve research and presentation skills through public discussion, and to enhance the organization studies community.
Jean Bartunek

Last Updated: 27-JAN-12

MB 877 Research in the Community (Fall: 3)

The purposes of this seminar are to introduce first year students to the variety of research occurring in the Organization Studies Department and to involve them in the scholarly activities of the department. Members of the Organization Studies faculty will provide overviews of their research, students will attend research presentations that comprise the OS Research Series, and students will complete a reflection paper about their own research identity.
Michael Pratt

Last Updated: 11-NOV-11

MB 881 Teaching Seminar (Spring: 3)

Primarily intended for doctoral students in the Organization Studies Department.
Designed to accompany a doctoral student's first teaching experience, this course addresses issues associated with teaching in a university. The course traces typical course progression and identifies the issues faculty encounter during various phases of a course. The course combines readings, discussion, and practice. Peer observations and critique through videotaping are integral parts of the course.
Judith Gordon

Last Updated: 11-NOV-11

MB 897 Independent Study (Fall/Spring: 3)

Prerequisite: Permission of a faculty member
Extensive reading in a selected area under the direction of a faculty member. Student presents written critiques of the readings, as well as comparisons between readings.
The Department

Last Updated: 11-NOV-11

MB 898 Pre-Dissertation Project (Fall/Spring: 3)

Prerequisite: Permission of a faculty member
Investigation of a topic under the direction of a faculty member. Student develops a paper with publication potential.
Michael Pratt

Last Updated: 11-NOV-11

MB 899 Dissertation Project (Fall/Spring: 3)

Prerequisite: Permission of a faculty member
Investigation of a topic under the direction of a faculty member. Student develops a paper with publication potential.
Michael Pratt

Last Updated: 11-NOV-11

MB 999 Doctoral Continuation (Fall/Spring: 3)


Michael Pratt

Last Updated: 11-NOV-11