Management Innovation Entrepreneurship (MIE)
MIE - Management Innovation Entrepreneurship Courses
MIE 201 Introduction to Business Processes 3.
Cross-functional treatment of major activities of business, such as product design, distribution, production, and marketing. Description of specific tasks, via lectures and case studies, in support of major business activities. Interactions among various functional areas of business.
MIE 305 Legal and Regulatory Environment 3.
Introduction to contract, tort and agency law, the judicial system, common law, statutory law, and constitutional law. Review and discussion of the major legal and regulatory issues affecting business including ethics, fiduciary duty, white collar crime, dispute resolution, intellectual property, international, and product safety laws. Credit is not allowed for both BUS 305 and MIE 305.
MIE 306 Managing Ethics in Organizations 3.
Management practices to define, communicate, and implement ethical conduct in business organizations. Normative and applied analysis of current ethical dilemmas of corporations in free markets, techniques for effective management of corporate social responsibility, and formulation and implementation of ethics management programs. College of Management majors only.
MIE 310 Introduction to Entrepreneurship 3.
Introduction to planning, formation, and management of entrepreneurial ventures. Fundamental business concepts and managerial skills applied to entrepreneurial ventures. Course projects support experiential learning of critical skills. Some individual off-campus travel is required.
MIE 330 Human Resource Management 3.
The systematic principles for managing the human resource component of organizations. Topics include: environmental influences on planning, recruitment, and selection; managing workforce diversity; developing effectiveness and enhancing productivity; compensation, benefits, and security; and strengthening employee-management relations.
MIE 335 Organizational Behavior 3.
Survey of contemporary managerial applications for managing people in modern organizations. Topics include: motivation, group dynamics, team development, ethics, communications, organizational politics, leadership, power, organizational development, organizational design and structure. Current managerial issues include total quality management and technology management.
MIE 410 Business Opportunity Analysis 3.
Issues and management processes related to the identification of new business opportunities with emphasis on commercializing new technologies. Students will analyze and develop individual plans for commercialization of a new technology or other innovation. New venture formation is the primary focus, but the processes and skills students develop are relevant to new product introductions by existing firms.
MIE 411 Managing the Growth Venture 3.
Managing a growth venture with emphasis on entrepreneurial planning in the dynamic context of rapidly growing ventures and the development of managerial skills necessary for successful leadership in high growth ventures. Fundamental concepts, issues and skills are taught through an integrated combination of readings, lectures, discussions, cases analyses, and applied project with a local venture. Students need to provide their own transportation to off-campus sites.
MIE 412 Finance and Accounting for Entrepreneurs 3.
Financial planning for new ventures including financial reporting conventions and projection of critical financial amounts for new ventures. Introduction to fundamental accounting and finance concepts applied in the context of entrepreneurial ventures. Topics include projection of revenues, expenses, capital expenditures, cash flows, and balance sheet amounts; and the creation of pro-forma financial statements. Individual student projects integrate financial projections and pro-forma financial statements with the preparation of a complete business plan. Some individual off-campus travel is required.
MIE 413 New Venture Planning 3.
Developing the business plan for a new venture and the entrepreneurial process of executing the first phases of new venture creation. Topics include idea conception, entrepreneurship, business planning, market research, entrepreneurial opportunitiesand strategies. Emphasis is placed on high growth business opportunities. The final deliverable is a complete business plan for a high growth venture and formal presentation of the plan to mock investors. Some individual off-campus travel is required.
MIE 416 The Legal Dynamics of Entrepreneurship 3.
Overview of important legal and regulatory issues facing entrepreneurs and start-up entities including legal structure of the organization, intellectual property protection, human resource requirements, product liability, and risk management.
MIE 418 Social Entrepreneurship Practicum 3.
Application of entrepreneurship skills and knowledge to plan a social entrepreneurial venture envisioned by the student. This course is a capstone course for the Minor in Entrepreneurship and the Concentration in Entrepreneurship. The deliverablesinclude an evaluation of the venture and a formal presentation including a summary of work completed and the implications of the work for each student's project. Students need to provide their own transportation to off-campus sites.
MIE 419 Entrepreneurship Practicum 3.
Application of entrepreneurship skills and knowledge to plan an entrepreneurial venture envisioned by the student. This course is the capstone course for the Minor in Entrepreneurship. The final deliverable includes an evaluation of the project and a formal presentation that includes a summary of the work completed and the implications of that work each student's project. Some individual off-campus travel is required.
MIE 432 Labor and Employee Relations 3.
Utilizing textbook, readings, lectures, and practitioner presentations, students will become familiar with theories and principles of Labor-Management relations and the interchange between unions and employers. The course will review approaches to clarify, manage, reduce and resolve conflicts and to negotiate collective bargaining agreements.
MIE 434 Compensation Systems 3.
Compensation philosophy, strategy, and policy. Earnings, individual and group incentive plans, voluntary and mandated benefits. Legal, regulatory, economic, and strategic issues affecting compensation and benefits. Strategies for developing the structure and level of compensation to enhance organizational performance.
MIE 435 Leadership and Management 3.
Development of leadership and management skills for organizational settings. Self-awareness: interpersonal needs, attitudes toward change; cognitive styles, ethics and values; listening; communicating; interviewing; time and stress management; creativity and managing creativity. Team building and group dynamics. Leadership and followership: theory and case studies (Churchill, Antigone; Henry V; Machiavelli); the use of power and authority; women and leadership the use of language in leadership embodiment of leadership traits; effective traits and characteristics of great leaders.
MIE 436 Training and Development 3.
Training and development functions in organizations. Needs assessment, legal issues, training program design, learning, training methods, transfer of training, effectiveness and utility of training programs, and executive development.
MIE 438 Staffing 3.
Staffing of contemporary organizations including strategic and environmental influences on: HR planning, job analysis, measurement, recruitment, assessment and selection, decision making, employment, and termination. Considerable emphasis on employment and labor recruitment, assessment and selection, decision making, employment, and termination. Considerable emphasis on employment and labor legislation.
MIE 439 Human Resources Practicum 3.
Utilizing textbooks, readings, lectures, and practitioner presentations, and an extended study of an organization's Human Resources practice and identified problem area, students will gain practical experience with diagnosing needs and then planning and recommending interventions to address identified needs. Experience with identifying needs will occur through needs assessment interviews with company representatives and analysis and interpretation of key demographic and relevant operational and HR metric data. Student groups need to provide their own transportation to off-campus sites.
MIE 480 Business Policy and Strategy 3.
Comprehensive analysis of administrative policy-making from the point of view of the general manager. Integration of perspectives from marketing, finance, and other functional areas of management. Use of case analyses and written reports to develop decision making skills.
MIE 495 Special Topics in MIE 1-6.
Presentation of material normally not available in regular course offerings, or offering of new courses on a trial basis.
MIE 498 Independent Study in MIE 1-6.
Detailed investigation of topics of particular interest to advanced undergraduates under faculty direction on a tutorial basis. Credits and content determined by faculty member in consultation with Department Head. Individualized/Independent Study and Research courses require a "Course Agreement for Students Enrolled in Non-Standard Courses" be completed by the student and faculty member prior to registration by the department.