United States Air Force Academy
Department of Management
 |
 |
 |
 |
Management Department Majors
Management Department Majors equip young officers with the skills necessary to manage and lead in today’s complex Air Force. The curriculum is designed to provide students with the ability to understand, analyze, and improve any organization. The Department of Management produces critical thinkers who are able to adapt quickly to a dynamic, highly technical, information rich environment to accomplish the mission. The skills students develop are extremely important for Air Force officers as well as future community leaders. Depending on their focus, Management Department Majors study traditional business topics such as accounting, finance, human resource management, marketing, production & operations, information systems, strategy, operations research, systems engineering and other aspects of management. Related subjects such as personal finance and investing are also popular. Each of the faculty members in the Department of Management strives to play a balanced role in the lives of the cadets. The first priority is teaching. Class sizes are typically 15-20 students. With these small classes, the faculty members offer highly personalized instruction for each cadet. With this emphasis on a balanced role for the Management faculty, the education received by our cadets embodies the whole person concept essential for producing tomorrow's leaders for the Air Force. |
Click on the links below for more information on the different Majors supported by the U.S. Air Force Academy's Department of Management :
The Systems Engineering Management Major
Management Courses:
Mgt 303. Management Perspectives: 3(2). This course introduces students to the complex and dynamic nature of the world in which Air Force officers and managers operate. They are introduced to various perspectives that provide multiple insights into how the world functions. Final exam or final project Prereq: None. Sem hrs: 3 fall.
Mgt 341. Financial Accounting: 3(1). Analysis of business transactions and recording of business data taught from the perspective of understanding the theoretical and practical issues in measurement of income, assets, liabilities and owner's equity. Annual reports are used to perform financial statement analysis. Alternative accounting methodologies permitted under GAAP are explored. Final exam or term project. Coreq: Concurrently enrolled in Mgt 303 or AIC approval. Sem hrs: 3 fall.
Mgt 342. Managerial Accounting: 3(1). Focuses on the uses of accounting information by managers. Discusses full cost accounting and responsibility accounting, from the perspective of data collection and analysis, for short and long range decisions. Topics include cost behavior, contribution margin analysis, measurement of cost of goods manufactured, capital budgeting, and management control systems. Final exam or term project. Prereq: Mgt 341 or AIC approval. Sem hrs: 3 spring.
Mgt 345. Human Managerial Systems I: 3(2). An introduction to individual and group theories of behavior, and their integration into the organization as-a-whole. Theories of attitude, behavior, and cognition are applied to the understanding of how to make decisions based on accurate diagnoses of situations that involve people in organizational systems. Organizational behavior issues like motivation, organizational citizenship behavior, organizational justice, decision making, conflict/negotiation, productivity, organizational learning, participative management, and power and politics will be applied to human capital issues such as human career development, and legal issues in the work place. Topics will apply to both the public and private sectors. Students learn through a variety of experiential exercises and case studies. Final exam or final project. Coreq: Concurrently enrolled in Mgt 303 or AIC approval. Sem hrs: 3 fall.
Mgt 361. Human Managerial Systems II: 3(2). This course is a continuation of MGT 345 with greater depth and more emphasis on case studies and practical application of course concepts. Final exam or final project. Prereq: Mgt 303, Mgt 345, or AIC approval. Sem hrs: 3 spring.
Mgt 372. Introduction to Investing & Financial Responsibility: 3(1). This course provides an introduction to the personal financial planning process, budgeting, financial markets, investment vehicles (corporate stocks and bonds, mutual funds), analysis, and an introduction to estate planning. Topics include budgeting, time value of money, risk and return, fundamental and technical analysis of stocks, bond valuations, and the basics of mutual funds. This course is introductory in nature and assumes no prior knowledge of accounting or financial markets. A term project provides experience in developing and analyzing investment opportunities. Final exam or term project. Prereq: Econ 221. Sem hrs: 3 fall or spring.
Mgt 375. Marketing: 3(2). This course emphasizes how marketing concepts affect consumers, managers, and organizational strategic plans. This course includes the marketing concept, consumer and industrial markets, market research and segmentation, purchase behavior, product planning, channels of distribution, promotion, pricing, and international marketing. Application of contemporary theory to both critical issues in the private and public sectors is stressed through the use of seminars, case studies, field trips, and projects. Final exam or final project. Prereq: None. Sem hrs: 3 spring.
Mgt 382. Investing & Financial Responsibility. 3(1). This course provides an introduction to the personal financial planning process, budgeting, financial markets, investment vehicles (corporate stocks and bonds, mutual funds), analysis and an introduction to estate planning. Topics include budgeting, time value money, risk and return, fundamental and technical analysis of stocks, bond valuations, and the basics of mutual funds. The course assumes a prior knowledge of the principles developed in Financial Accounting. A term project provides experience in developing and analyzing investment opportunities. Final Exam or final project. Prereq: Econ 200, or AIC approval. Coreq: Mgt 341. Sem hrs: 3 fall or spring.
Mgt 391. Information Technology for Organizations. : 3(1). A survey of current topics in management information systems. Topics covered include database management, telecommunications, and hardware trends. Students also develop proficiency with current database and spreadsheet applications. Application of contemporary theory to both critical issues in the public and private sectors is stressed through the use of seminars, case studies, field trips, and projects. Final exam or final project. Prereq: None. Sem hrs: 3 spring.
Mgt 392. Organizational Networks in Cyberspace. 3(1) The course focuses on the critical aspects of electronic commerce and provides complete coverage of this changing and challenging field. Case studies of commercial and government e-commerce will offer a real-world emphasis. Business strategies are analyzed, using examples of both successful and unsuccessful implementations. The main technologies used to implement online business activities will be explored. Students get hands-on web site development experience and implement multiple e-commerce web sites on the Internet. Final project. Pre-req: None. Sem hrs: 3 fall.
Mgt 400: Management and Command: 3(1). this interactive course focuses on the successful techniques that allow people to understand and influence their environment. Using various models and processes, cadets will explore the interrelationship of power, the people that wield it, and the context within which it occurs. Students will gain insights into how to make decisions for situations that involve complexity and uncertainty. The tools are applied to both military and business scenarios, with an emphasis on the transition from the cadet role to the role of an officer. Final exam or project. Prereq: Beh Sci 310 and Philos 310. Sem hrs: 3 fall or spring.
In addition, this course/program is a primary contributor to the development and assessment of the following USAFA outcomes:
Responsibilities: Ethical Reasoning and Action, Lifelong Development and Contributions
Skills: Information Literacy, Decision Making
Knowledge: Ethics and the Foundations of Character
Mgt 405: Management Seminar: 0(1). a course for Firstie Mgt majors that provides the opportunity for the presentation of cadet and faculty research, guest lectures, seminars on career and graduate school opportunities for Mgt majors in the Air Force, goal setting exercises, and applications of Mgt principles. Prereq: C1C Mgt major. Pass/Fail. Sem hrs: 0 spring.
Mgt 419: Technological Innovation Management: 3(1). This course examines how to recognize, analyze, and exploit opportunities in the competitive environments faced by business, nonprofit, and government organizations. Students will explore the resources , processes, and structures necessary to transfer technological innovations to appropriate markets. Application of innovative management theories is stressed through the use of case studies, analysis papers, field trips, and projects. By the end of the course, students will have completed a feasibility study of a new concept which can further developed in capstone projects. Final project. Prereq: C1C Standing. Sem hrs: 3 fall.
Mgt 420: Management Capstone: 3(1). Students complete an original, applied management capstone project that demonstrates their capacity to solve complex problems in an organizational setting. Each cadet chooses a project from one of three domains: Management Field Studies, Venturing Projects, or Reseacrh Projects where teams or individuals will propose and investigate significant managerial and organizational issues. Final project. Prereq: C1C Standing. Sem hrs: 3 spring.
Mgt 423: Managerial Economics: 3(1). Traditional economic theory emphasizing the principles of product and factor pricing, allocation and employment of resources, and the implications of various market structures. In addition to these microeconomics topics, the use of other economic tools which may aid the decision maker will be discussed including topics in macroeconomics and international economics. (Administered by the Department of Economics and Geography.) Final exam or final project. Prereq: Econ 200 and Mgt 303 or AIC approval. Sem hrs: 3 fall or spring.
Mgt 437. Managerial Finance: 3(1). A study of financial decisions and their effects on the value of the firm. Emphasis is on developing the concept of risk/return tradeoff. Topics include stock and bond valuation, capital budgeting, cost of capital, dividend policy, and capital structure. Case studies and problems expose the student to current financial problems and their solutions. Final exam or final project. Prereq: Mgt 303 or AIC approval. Sem hrs: 3 fall or spring.
Mgt 440. Management Lessons in Literature. 3(2). Through a collection of classic and contemporary stories, novels, and plays, this course provides a unique perspective of organizational life. The course looks at what authors like Arthur Miller and Mark Twain can tell you about being a more effective manager. Great literature reflects familiar patterns of behavior in a variety of circumstances. But, unlike self-help, inspirational, and how-to manuals, they dispense no advice; they preach no morals; the prescribe no rules. In a world of turbulent change, the works of literature offer us vivid testimony as to what stays constant in human behavior. Final exam or term project. Prereq: Mgt 303 or AIC approval. Sem hrs: 3 spring.
Mgt 446. Organizational Theory: 3(2). This course examines the practical theories managers apply to create value in an organization. Given that managers must design the structure and culture of their organizations, students will study and apply a number of contemporary and practical theories for effectively diagnosing organizational situations and then designing activities that will create successful firms. Learning methods emphasize case studies, field trips, and analytical projects. Final exam or final project. Prereq: Mgt 303 or AIC approval. Sem hrs: 3 fall.
Mgt 448. Power and Influence in Organizations: 3(1). Focus is on understanding how managers can effectively mobilize resources to be effective in their job. This course examines how power is acquired, retained and used in organizations. In addition, it explores what effect power has on employees and the overall performance of the organization. Students learn through a variety of experiential exercises and cae studies. Final exam or final project. Prereq: Econ 201; C1C standing. Sem hrs: 3 spring.
Mgt 472. Strategic Management: 3(2). This course emphasizes strategy formulation and implementation to include such topics as the strategic management process, environmental forecasting and analysis, top level decision making, and strategic control. Application of contemporary theory to both critical issues in the public and private sectors is stressed through the use of seminars, case studies, field trips, and projects. Final exam or final project. Prereq: None. Meets for two hours every other lesson. Sem hrs: 3spring.
Mgt 477. Production and Operations Management: 3(1). This course is an in-depth examination of the issues, strategies, and analytic techniques involved in providing resources to accomplish Air Force missions. The dominant theme is providing quality products on time and at a minimal cost. We discuss qualitative and quantitative approaches for managing production, logistics, and service organizations to create higher quality and greater efficiency. Research project and field trip. Final exam or final project. Prereq: None. Sem hrs: 3 fall.
Mgt 485. Systems Acquisition Management: 3(1). Introduction to the acquisition process starting with development of a military requirement and continuing through the life cycle of a weapons system. The course examines the acquisition functions, including the roles of each of the functional areas which make up the government acquisition team such as contracting, program control, and engineering. The course uses current issues, problems and guest speakers to bring "real world" happenings into the course, so that students can see how the process works or fails to work. Final exam or final project. Prereq: None. Sem hrs: 3 spring semester of even numbered years.
Mgt 495. Special Topics: 3-(1 or 2). Selected topics in management. Final exam or final project. Prereq: department permission. Sem hrs and offering time determined by department (not more than 3 sem hrs).
Mgt 498. International Management: 3(2). As a result of the increase in communications and flow of information, there is a growing need to possess a greater understanding about global, cross-cultural management issues. This course examines management on an international level looking at cultural, legal, financial, and trade considerations for managing in the Global Century, while integrating the functional areas of management. Final exam or final project. Prereq: Mgt 200. Sem hrs: 3 spring
Mgt 499. Independent Study: 3(0). Tutorial investigation of a specific area of management. Final exam or final project. Prereq: Requires departmental approval of USAFA Form 0-498 prior to enrollment. Sem hrs: 3 fall or spring.
-
Mgt 499A. Independent Study. 2(0). Sem hrs: 2 fall or spring.
-
Mgt 499B. Independent Study. 1.5(0) Sem hrs: 1.5 fall or spring.
-
Mgt 499C. Independent Study. 1(0). Sem hrs. 1 fall or spring.
|
|
|
|