Page 309 of Boston College 2004-2005 Catalog by Boston College University

The Boston College Catalog 2004-2005 307 MANAGEMENT and aggregate demand concept, the Keynesian and monetary models are developed and fiscal and monetary policy explored. International trade, exchange rates, and balance of payments are also examined. The Department MD 701 Economics (Fall: 2) See course description under MD 700. The Department MD 703 Computer Information Systems (Fall/Spring/Summer: 3) This course is designed for executives and other managers who must resolve an often bewildering array of organizational, strategic, resource allocation, integration, planning, and performance issues involving information systems. The Department MD 705 Statistics (Fall/Spring/Summer: 3) The course begins with descriptive statistics and probability and progresses to inferential statistics relative to central tendency and dispersion. In addition to basic concepts of estimation and hypothesis testing, the course includes coverage of topics such as analysis of variance and regression. The Department MD 707 Operations Management (Fall/Spring/Summer: 3) Prerequisite: MD 705 The course focuses on decisions that convert broad policy directives into specific actions within the organization and that guide the monitoring and evaluating of the activity. The major techniques of quantitative analysis are applied to a variety of managerial decision problems. Emphasis is placed on developing formal analytical skills, especially in structured problem solving, and on recognizing the strengths, limitations, and usefulness of management science approaches. The Department MD 708 Managing in the Global Environment (Fall/Spring/Summer: 3) 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 companys actions in international markets and will introduce them to the unique issues these companies face when competing in emerging markets. The Department MD 710 Management Practice III: Strategic Management (Fall/Spring/Summer: 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 MD 711 Management Practice IV: Social Issues in Management (Fall/Spring/Summer: 3) Prerequisites: Management Practice I, II, and III and M.B.A. Core This course concentrates on the dynamic external environment surrounding the organization. It views the external environment from several perspectives: as a complex set of interrelated economic, legal, political, social, ecological, and cultural influences upon the organization; as a constellation of publics or constituencies (suppliers, unions, stockholders, government, local community, pressure groups, etc.) affecting the organization; or as a set of social issues (e.g., consumerism, pollution, discrimination, public disclosure, etc.) involving the organization and society. The Department MD 714 Statistics (Fall: 2) The student will learn how to deal with masses of data and convert those data into forms which will be the most useful for management decision making. This is the subject matter of descriptive statistics and includes graphs, histograms, and numerical measures. The student will learn how to distinguish important signals in the data from ever present noise. This is the subject matter of inferential statistics and includes hypothesis testing, confidence intervals, regression and correlation. All techniques are taught in the context of managerial decisions. Samuel Graves MD 716 Modeling and Decision Analysis (Spring: 1) This course will show how the analysis of mathematical models using computer spreadsheets can assist those concerned with managerial decision making. Dealing with these decisions is a major part of the work of individuals at all levels in a modern organization. Using mathematical models to represent complex decision situations provides a manager with a valuable set of tools which aid management decision making. Examples and cases will be drawn from a variety of fields including corporate and strategic planning, accounting, finance, marketing, and operations management. Jeffrey Ringuest MD 723 Operations Management (Spring: 2) Prerequisite: MD 714 This course covers the concepts, techniques, and managerial skills needed to manage the operations function found in both service and manufacturing organizations. Topics include both strategic and design decisions in operations, including operations strategy, competitive priorities, positioning strategy, process choice, process reengineering, statistical process control, managing technology, CIM, quality, learning curves, capacity, global operations, location, and layout. Such issues make operations management an interfunctional concern that requires cross-functional understanding and coordination. The Department MD 725 Managing in the Global Environment (Spring: 1) 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 companys actions in international markets and will introduce them to the unique issues these companies face when competing in emerging markets. Mohan Subramaniam MD 729 Managing Operations for Competitive Advantage (Spring: 2) Prerequisite: MD 723 or equivalent Covers the decisions and practices of operations managers concerning suppliers, inventories, output levels, staffing patterns, schedules, just-in-time practices, and distribution. Decisions in these areas of operations management are made frequently, often daily, and have a major cumulative effect in all organizations. A key question becomes how this function can be managed to gain competitive

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