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36 total credits required
Ohio University's online Master of Science in Management (MSM) features a customizable curriculum made up of 12 three-credit courses that are seven weeks in duration. You will learn in a flexible format and design a program of study that aligns with your academic interests and professional goals.
OHIO's MSM is designed to deliver the multidisciplinary skills you need to be an effective, transformative manager in modern organizations. At the start of your program, you will complete courses that lead to a Management and Leadership Certificate. Then, you'll choose two of the following additional certificates:
When you graduate, you will have three specialized credentials in addition to your master's degree, signaling to employers that you're ready for the complexities and challenges of 21st-century organizational management.
This course presents a strategic and analytical approach to complex behavioral problems involving interactions among individuals, teams and organizational factors. The course explores topics such as leadership, team dynamics, motivation, decision-making, power/persuasion and conflict as they apply to the management of individuals and teams in organizations. The class utilizes case studies, experiential exercises, personal reflection and an organizational consulting project to practice and refine students’ management skills as well as to gain insight into their own strengths and weaknesses as a manager.
Managers need to be able to scan and understand the external environment in order to engage in the important planning and decision-making tasks they face. In this course, students will learn tools and techniques used by managers for understanding and analyzing the business environment, resources for environmental scanning and competitive analysis, how to identify and evaluate trends for the purposes of problem diagnosis and opportunity recognition, approaches to strategic prioritization and sources of competitive advantage.
This course examines the principles of judgment and choice in the face of uncertainty. Students will be introduced to normative (i.e., how best to decide) and behavioral (i.e., how do we decide) decision-making. The latter approach recognizes that people use various tricks (i.e., heuristics) that simplify cognitive processing. While these serve well in some instances, they may also become traps that lead to poor results in others. Extensive study of bias will help students recognize these tendencies and become better decision-makers following a third approach known as prescriptive decision making (i.e., how should we decide).
This course takes a macro-organizational view emphasizing theoretical approaches to organizations and organizing and indicators of managerial effectiveness. The class focuses on interactions among the organization, its environment and its members, and the importance of fit among organizational strategies, structures and culture. Students also explore how managerial effectiveness can be assessed and researched.
This course examines the role of strategic leaders in contemporary organizations, the differences between strategic leadership and other forms of leadership, and the importance of strategic communications and crisis management for leaders in strategic roles.
In this course, master's candidates apply prior coursework in the MSM to an applied project in their employer’s organization, to a consulting project for a client organization, or to a research project and present their recommendations or results in a written report and oral presentation.
Data analysis is rapidly becoming a required skill set for today’s managers in competitive environments. As a decision-maker in business, you are likely to be asked to conduct your own analysis of data or to interpret a report that has been derived by others. In this course, you will have the opportunity to learn how to summarize, visualize, and manage data within software environments that are commonly used in business today. Additionally, techniques that help decision-makers reduce risk and identify opportunities that would provide an individual or a company with a competitive advantage will be reviewed.
Some refer to analytics as the new science of winning. It refers to a commitment by top management to the extensive use of data, statistical and quantitative analysis, explanatory and predictive models and fact-based management to drive decisions and actions. This course provides an introduction to analytics and covers spreadsheet modeling for decision-making. It employs techniques from the classical disciplines of statistics and operations research, as well as more recently developed methodologies: data mining, executive information systems, digital dashboards and online analytical processing. You will be expected to master, at an introductory level, techniques that are at the heart of the competitive posture of many successful organizations.
Predictive analytics encompasses a variety of statistical and machine learning techniques and applications within a business environment. The primary goal of predictive analytics is to discover and apply relationships found within historic datasets to make predictions about the future or otherwise unknown events. In this hands-on course, students will be introduced to concepts related to constructing, testing and applying quantitative models in various business settings. From this perspective, students will utilize major software tools to conduct an analysis of continuous, classification and clustering models. Upon completion of this course, students will gain insight into how models are constructed and how predictive models can improve business.
This course provides a broad overview of business intelligence and data management including database fundamentals, business intelligence approaches, data management/data governance strategies, data mining and other business/data analytics techniques. Our primary emphasis will be on the managerial perspective, focusing on how you can design, implement and leverage business intelligence systems and strategies in a management role.
Information systems have always been a critical component of the successful operation and management of organizations. Today, modern information systems are pervasive, and knowledge of how they integrate into businesses to enhance strategies and processes is essential for all positions and functional areas. Advances in digital technologies have resulted in the development of information systems that are radically transforming the nature of managerial work, the structure of organizations and the way firms operate and compete in the marketplace. Managers must have a solid understanding of information technology, its organizational role and strategic implications. Regardless of your profession or position, you have little choice but to accept and assume responsibility for the innovative and effective use of information technology to enhance your organization's performance. This course is designed to provide the fundamentals necessary to begin this process.
This course will provide students with the opportunity to learn more about how business analytics is being used in a variety of workplaces. The course will have a strategic and managerial focus where students will analyze many business cases. These cases will challenge students in their ability to critically evaluate the implications of business analytics.
This analytics course is designed for today's business leaders seeking competitive advantage through leveraging analytics across the organization. Students will adopt the executive's vantage point as they address progressing an organization through analytics maturity as well as making the most effective investments in people, data, systems and organizational structure. Planning the analytics project lifecycle, developing a data-driven culture, personnel management and opportunity identification will be addressed. Students will prepare to harness analytics from the executive point of view within the context of application from corporate to non-profit organizations.
This course focuses on how large organizations manage innovation, technology commercialization and entrepreneurship. Key activities and processes are explored in the class, including innovation management, research and development, technology commercialization, corporate entrepreneurship, incubation, corporate venturing and corporate venture capital. The class will also engage students in practical projects associated with innovation and entrepreneurship within companies.
In this class, students will learn how to use common tools and techniques to generate, validate and assess new venture ideas. The class will be principally practical focusing on ideation efforts and will engage students in a process of screening, validating and building new business concepts. Students in this class will learn how to use the business model canvas and other lean launch techniques to validate their business models. Critical skills, such as pitching and selling concepts will also be acquired.
Students will focus on detailed planning and validation of new ventures. This class will use a business planning format to engage student teams in industrial analysis, market research, sales and marketing planning, operations and financial planning for a new venture concept. Students will learn key aspects of venture planning and will acquire skills in business planning, market research and investment due diligence presentations and processes.
This course examines the ramifications of ethical and legal issues between employers and their employees, unions, independent contractors and customers. The focus is on the role of the manager in ensuring both ethical practice and legal compliance in all areas of managing the human resources in an organization.
This course is a deep dive into the strategic management aspects of talent acquisition, development and succession planning for organizational performance, sustainability and longevity. The course will examine talent management from the enterprise or macro firm perspective and then share specific processes and tools for delivering results. Through agile teaming, complex business cases and in-class conversations with talent management scholars and executives, students will investigate the essential contribution of talent for executing business strategy while ensuring individual, team and cultural alignment aspects. The course will utilize historical and modern perspectives of talent management, as well as numerous theories of human resource management and organizational behavior. For learning discovery, the course instructional design features a strong focus on team-based projects, consultative case analysis, simulations and in-class discussions to provide practical examples of effective and ineffective strategic talent management. Course content will be explored from both a personal perspective and a professional business manager, or human resource professional perspective.
In today's globally competitive environment, organizations are more focused than ever on delivering measurable results – at an enterprise, business unit, team, and individual level. Performance, compensation and benefit systems are critical to attracting, motivating, and rewarding highly talented employees. Developing a comprehensive, effective performance management and reward system is a critical human resource imperative.
Often we are involved with developing a new system or new product, planning an event or participating in an undertaking where we cannot simply repeat things we have done in our past experience. These are "one-offs" or projects. Projects are major undertakings that have a defined lifetime (i.e. limited duration) and a specific outcome. As such, they require a unique approach to management and administration. It is important to understand and appreciate the techniques and concepts used for successful project management. This course covers some of the basic issues related to, and tools used for, managing projects, and provides an opportunity for students to learn the application of the tools and concepts of project management.
Organizations are under increasing pressure to be better, faster and cheaper. This pressure has driven many organizations to adopt process improvement methodologies, like Lean Six Sigma, to increase quality and decrease costs. This course is designed to equip students with the foundation of theoretical knowledge and skills necessary to manage Lean Six Sigma programs. The course integrates basic learning (through readings and lectures) with real-world examples. After completing this course, students should understand how to effectively manage and navigate a process improvement program.
Properly addressing risks and facing possible disruptions are of primary importance to supply chain management. In the wake of high consequence disruptive events, risk identification and disruption response activities have become ever more critical. The objective of the course is to provide an overview of key supply chain risk areas, particularly with the proliferation of outsourcing, use of information technology and complexity of global logistics. Equally important is how companies manage the preparation, mitigation and response strategies to major disruptive events. Topics covered include the science of catastrophes, vulnerability and threat assessments, resources and capabilities identification/integration, basic crisis management, contingency planning, disaster recovery and business continuity in supply chain settings.
The course addresses topics related to building and developing effective relationships at the customer interface. The goal is to help students develop and practice skills in the areas of interpersonal communications, negotiations, creating value and product solutions, presentation, asking questions, active listening, determining customer needs, and identifying and qualifying prospects. Role-plays and interactive exercises are employed in order to help students apply the knowledge to real-world situations. Cases are also employed on certain topics such as ethics and negotiation.
The course gives students a complete picture of the scientific principles and issues revolving around the management of a field sales force regionally and internationally. Accordingly, the course deals with discussing the sales function and its relationship with a firm's marketing program, crafting a sales strategy and setting sales objectives. It also focuses on performing important decisions such as recruiting, hiring, training, compensating salespeople and implementing a sales program. Cases based on real-world situations and a sales management simulation are employed so that students practice applying tools and frameworks in their own decision-making processes.
The course focuses on building hard/quantitative skills sales professionals need in order to make decisions both inside their firm and at the customer interface. Specifically, the course builds skills in the areas of strategic account identification/selection, calculating customer-centric metrics such as customer lifetime value (CLV), customer risk analysis, customer acquisition and retention metrics, sales forecasting and opportunity management, performance analysis, sales resource allocation and analyzing and evaluating sales territories. Students use datasets and software to make decisions about important problems sales professionals face in their work. Cases based on real-world situations are also employed so that students practice the application of theoretical knowledge.
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