Course Description


MGT 200
Business on Location [Trip] (1.0-3.0)

The course exposes students to international business and economic development, providing them an opportunity to experience first-hand another culture and business operations in that country context. Students will meet during the term to prepare for the cross-cultural context and then travel for 1-3 weeks to another country. Students will have opportunity to speak with businesspersons and visit businesses – small scale local businesses, NGO programs, and international firms.

MGT 201
Principles of Management and Social Entrepreneurship [Lecture] (3.0)

This course explores types of managerial functions necessary for organizational operation. The course emphasizes the topics of planning, organizing, directing, controlling, and decision-making. The processes to manage for quality results will be examined. Management of non-profit organizations will also be explored and contrasted with management of for-profit organizations. Unique to the course will be a module on social entrepreneurs and social entrepreneurship, exploring how business principles and practices are being used to address social issues (e.g. poverty, access to clean water, environmental pollution, health concerns, human trafficking, etc…).

MGT 220
Introduction to Human Resources [Lecture] (3.0)

This course introduces students to the policies, practice, and theory pertaining to the systems approach of human resource management. Recruitment, interviewing, selection and training of employees, compensation, management development, and organizational development are examined from the viewpoint of a whole organization.

MGT 310
Workforce Planning and Employment [Lecture] (3.0)

Having the right talent is key to building competitive advantage for any organization. This course focuses on recruitment, selection, and retention practices, tactics and strategies necessary to attract, engage, identify, and satisfy the talent needs of organizations. Legal considerations, forecasting staffing needs, assessment techniques, identifying talent sources and methods, and reducing recruitment needs through retention are just a few of the topics emphasized in this course, which approaches the topics from the perspective of both the employer and the applicant. Prerequisites: MGT 220 (or junior standing) and admission to major. (Offered on demand)

MGT 320
Human Resource Development [Lecture] (3.0)

This course emphasizes the activities, programs, and strategies that address employee betterment: training and development, diversity and cross-cultural training, and change and performance management. With the rate of change increasingly gaining velocity in today's workplace, helping employees to cope and attain new skills is critical. These changes are most notably seen in emerging technology and communication trends. An organization is only as good as its people. Organizations must make an investment in the lifelong learning of their employees if they wish to build or maintain their competitive advantage. In addition to advancing the organization's hard skills (e.g. technology), companies must seek to create and enhance soft skills (e.g. interpersonal skills) and value systems. Prerequisites: MGT 220 (or junior standing) and admission to major. (Offered on demand)

MGT 321
Organizational Development & Change [Lecture] (3.0)

This course focuses on change and development techniques at the organizational level while also investigating individual growth and development in addition to broader community developments. In this course students will learn how to guide an organization through growth and change, gain an appreciation for how both organizational and individual decisions affect communities, and investigate their own growth as citizens and Christians. Prerequisites: MGT 201 (or junior standing) and admission to major. Non-Business majors by permission of the instructor. (Offered alternate years)

MGT 325
Management Internship Preparation [Lecture] (1.0)

This course helps to prepare the student for the internship with an emphasis on resume writing, interviewing, and networking. Prerequisites: junior standing and admission to the Management major.

MGT 335
Management of Non-Profit Organizations [Lecture] (3.0)

This survey of the management of non-profit organizations examines materials related to traditional management practices as applied to the non-profit sector. Special attention is given to the differences between for-profit and not-for-profit organizations in the areas of "mission," philosophy, fund-raising, accounting practices, and utilization and motivation of volunteers. Prerequisites: sophomore standing and admission to major; open to all disciplines. (Offered on demand)

MGT 351
Employee and Labor Relations, Occupational Health, Safety and Security [Lecture] (3.0)

This course focuses on the process of analyzing, investigating, developing, implementing, administering and evaluating the relationship in the workplace between employers and their most valuable asset--their employees. It explores the government's role in the workplace as well as dealings with organized bargaining units (e.g. unions) in the 21st century employment landscape. Particular attention is given to developing and maintaining employee well-being through safety, security, and health programs that allow employees not just to survive, but to thrive in their jobs and careers. The course content includes strategies and best practices utilized to maximize employee contribution through investment in their welfare. Prerequisites: MGT 220 (or junior standing) and admission to major. (Offered on demand)

MGT 360
Creativity & Problem Solving [Lecture] (3.0)

This course will examine innovative approaches to problems at all stages of an organization's growth cycle. Students will learn to address obstacles with a variety of creative solutions. Within this course students will be able to apply special emphasis to their individual areas of interest (including business, ministry, non-profit organizations, social work, social sciences, etc.) The course will focus on practical application and real-life experience. Also listed as MKT 360. Prerequisites: junior standing and admission to major. Non-Business majors by permission of the instructor.

MGT 380
Compensation and Benefits [Lecture] (3.0)

Having a compensation package that is both competitive with other similar organizations as well as attractive to current or potential employees is vital to an organization's long-term success. Compensation programs, often classified as direct compensation and indirect compensation, are increasingly diverse and complex in an effort to match emerging employee needs with corporate resources. This course examines compensation programs and strategies that attract, reward and retain talent, as well as those that can be detrimental to an organization's turnover and productivity. Prerequisites: MGT 220 (or junior standing) and admission to major. (Offered on demand)

MGT 390
Project Management [Lecture] (3.0)

Project Management involves planning, organization, managing, and controlling project activities to ensure that the project reaches its objectives at the desired scope, cost, and schedule. Students will spend the majority of their time running and evaluating projects, including some which will be community service and/or economic development oriented. Prerequisites: MGT 201 (or junior standing) and admission to major. Non-Business majors by permission of the instructor. (Offered alternate years)

MGT 395
Enterprise Development & Sustainability [Lecture] (3.0)

This course will focus on the elements of evaluating enterprises from three perspectives: understanding markets, creating the enterprise, and sustaining the enterprise and its impact long-term on society. Prerequisites: MGT 201 (or junior standing) and admission to major. Non-Business majors by permission of the instructor. (Offered alternate years)

MGT 401
Small Business Management [Lecture] (3.0)

Unique aspects of managing and growing small businesses are considered, including: strategic and operational planning; ethical issues, organizational controls and tools, marketing management and techniques, financial analysis and accounting, risk management, securing growth capital, franchising; family businesses and succession, human resource management, international opportunities. Prerequisites: junior standing and admission to major. Non-Business majors by permission of the instructor. (Offered on demand)

MGT 402
Managerial Toolbox [Practicum] (3.0)

This course will focus on doing market research from a management perspective. Emphasis will be placed on opportunity evaluation through practical experience. Students will write learning contracts to develop a select skill or reach a specific goal. Engaging in primary and secondary learning tasks they will work towards their goal/skill. This course is highly customized for each student, while engaging in universal learning and research skills. Prerequisites: MGT 201 (or junior standing) and admission to major. Non-Business majors by permission of the instructor. (Offered alternate years)

MGT 410
Human Resource Strategy [Lecture] (3.0)

This course examines and reflects on the processes and activities used to formulate Human Resource objectives, practices, and policies that meet short-and-long-range organizational needs and opportunities, to direct the change process, and to evaluate the contributions Human Resources make to the organization's effectiveness. Increasing emphasis is being placed on using Human Resources as a strategic partner with the operation's leadership to drive efficiency and other results. At the same time, HR professionals are being asked to put measures or "score-cards" in place that measure their impact on the bottom line. It prepares students not only for the workplace, but also for the PHR-certification exam offered by the Human Resource Certification Institute - the most recognized HR credential in the workplace today. Prerequisites or corequisites: MGT 220, MGT 320, MGT 351, MGT 380, and admission to major. (Offered on demand)

MGT 420
Strategic Management [Lecture] (3.0)

This is a senior capstone course that integrates and applies concepts from all areas of the business curriculum. The course uses a business simulation and the case method to examine the operations of firms within industries from a macro perspective. The focus of the course is learning how to formulate, implement, and control strategies that position an organization for a sustainable competitive advantage. Prerequisites: senior standing, admission to major, BUA 321, MGT 201, and MKT 201.

MGT 450
Management Internship [Practicum] (2.0-3.0)

The internship for Managment majors integrates the theory of the course offerings into operation and practice. Such intern experiences add insight and focus to the students' career planning and open thinking to a range of placement possibilities. Students are assigned to organizations in the area of their interests. Prerequisites: MGT 325 and admission to Management major.

MGT 451
Portfolio [Lecture] (3.0)

Students submit a final portfolio summarizing the learning they have done along the department's four themes (Hope and Courage, Integrity, Personal Excellence, and Servant Leadership). Included in the portfolio are essays done during study on the themes, a copy of their résumé, and project work done during the Nehemiah Project. The portfolio provides a brief overview of the learning and growth that have occurred while studying at Roberts Wesleyan College. Working independently, students can opt to take the course either semester during their senior year. Prerequisite: senior standing and admission to major. (Offered on demand)

MGT 495
Independent Study In Management [Independent Study] (1.0-3.0)

Independent study provides opportunity to pursue advanced or special-interest topics not covered in the curriculum. Prerequisites: 1. Junior standing. 2. A minimum of 9 semester hours in the discipline of the Independent Study. 3. A minimum grade point average of 2.50 in the discipline. 4. Proof of motivation and ability to work independently. 5. Approval of the department in which the study is to be taken. 6. Permission from the student's advisor, the course instructor, the Department Chair, the Academic Dean, and the Registrar.


The number in parentheses following the course title indicates the semester hours of credit assigned to the course.
An H following the course number indicates an honors level course.