Management (MAN)
MAN 101H, 201H, 301H Leadership Challenges and Innovation: Honors 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Introduction to key factors in organizational success, including the roles of leadership and culture, the value of a diverse workforce and an inclusive environment, and the importance of creativity and innovation. Only one of the following may be counted: Management 101H, 201H, 301H, 101S, 201S, 301S, 101T, 201T, 301T. For each semester hour of credit earned, the equivalent of one lecture hour a week for one semester.
Restrictions: Restricted to students admitted to the McCombs School of Business Honors Program.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Lower Division
MAN 101S, 201S, 301S Leadership Challenges and Innovation 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Introduction to key factors in organizational success, including the roles of leadership and culture, the value of a diverse workforce and an inclusive environment, and the importance of creativity and innovation. Only one of the following may be counted: Management 101H, 201H, 301H, 101S, 201S, 301S, 101T, 201T, 301T. For each semester hour of credit earned, the equivalent of one lecture hour a week for one semester.
Restrictions: Restricted to freshmen students in the McCombs School of Business.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Lower Division
MAN 101T, 201T, 301T Leadership Challenges and Innovation 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Introduction to key factors in organizational success, including the roles of leadership and culture, the value of a diverse workforce and an inclusive environment, and the importance of creativity and innovation. Only one of the following may be counted: Management 101H, 201H, 301H, 101S, 201S, 301S, 101T, 201T, 301T. For each semester hour of credit earned, the equivalent of one lecture hour a week for one semester.
Restrictions: Restricted to transfer students in the McCombs School of Business.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Lower Division
MAN 119S, 219S, 319S, 419S, 519S, 619S, 719S, 819S, 919S Topics in Management 1-9 Hours
0 Lecture Hours 0 Lab Hours
This course is used to record credit the student earns while enrolled at another institution in a program administered by the University's Study Abroad Office. Credit is recorded as assigned by the study abroad adviser in the Department of Management. University credit is awarded for work in an exchange program; it may be counted as coursework taken in residence. Transfer credit is awarded for work in an affiliated studies program.
Grading: Student Option
Repeatable for credit: May be repeated for credit when the topics vary.
Academic Level: Lower Division
MAN 320F Foundations of Management and Organizational Behavior 3 Hours
3 Lecture Hours 0 Lab Hours
An introduction to the management of organizations. Issues are addressed from the perspectives of strategy and planning, organizational behavior, and operations management. Only one of the following may be counted: Management 320F, 336 and 336H. Three lecture hours a week for one semester.
Pre/Corequisites: Forty-five semester hours of college coursework.
Restrictions: Restricted to non-McCombs School of Business majors.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 325 Strategic Human Resources Management 3 Hours
3 Lecture Hours 0 Lab Hours
Overview of the personnel function, covering recruitment, compensation, equal employment, job analysis, training, benefits, employee discipline, collective bargaining, safety, and health. Human Dimensions of Organizations 325 and Management 325 may not both be counted. Three lecture hours a week for one semester.
Same as: HDO 325
Pre/Corequisites: Credit or registration for Human Dimensions of Organizations 310, 320, Management 334M, 336, or 336H.
Restrictions: Restricted to students in a business major.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 327 Innovation and Entrepreneurship 3 Hours
3 Lecture Hours 0 Lab Hours
Explores the theoretical foundations and research evidence underlying innovation and entrepreneurship. Subjects include discovering and creating new sources of value, recognizing and evaluating opportunities, generating business models, engaging stakeholders, shaping markets, and competing against larger competitors and entrenched institutions. Management 327 and 327H may not both be counted. Three lecture hours a week for one semester.
Pre/Corequisites: Twenty-four semester hours of college credit.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Upper Division
MAN 327E New Venture Mechanics 3 Hours
3 Lecture Hours 0 Lab Hours
Starting up a new venture involves a wide range of decisions, activities, and processes such as those involved in identifying the potential of an idea, developing and protecting an idea, building a new venture team, creating a business plan, obtaining resources, and establishing a business entity. Covers the basic analytical tools and processes involved in all these aspects of founding a new business. Management 327E and 337 (Topic: New Venture Mechanics) may not both be counted. Three lecture hours a week for one semseter.
Pre/Corequisites: Management 327 or 327H; twenty-four semester hours of college credit.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Upper Division
MAN 327H Innovation and Entrepreneurship: Honors 3 Hours
3 Lecture Hours 0 Lab Hours
Examines the knowledge and skills used to discover and create new sources of value, develop ideas into viable businesses, recognize and shape opportunities, generate new business models, engage with the ecosystem of new ventures, launch new businesses, and manage an innovation portfolio. Draws on various theoretical foundations, research evidence, and business cases to develop an understanding of effectiveness in entrepreneurship and innovation. Management 327 and 327H may not both be counted. Three lecture hours a week for one semester.
Pre/Corequisites: Twenty-four semester hours of college credit, including Mathematics 408D, 408L, or 408S and credit or registration for Business Administration 324H.
Restrictions: Restricted to students admitted to the McCombs School of Business Honors Program.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Upper Division
MAN 328 Consulting and Change Management 3 Hours
3 Lecture Hours 0 Lab Hours
Designed to develop the fundamental change knowledge and consulting skills of students who plan to work with organizations as change agents, whether internally as managerial employees or externally as outside consultants. Three lecture hours a week for one semester.
Pre/Corequisites: Management 336 or 336H.
Restrictions: Restricted to students in a business major.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 129S, 229S, 329S, 429S, 529S, 629S, 729S, 829S, 929S Topics in Management 1-9 Hours
0 Lecture Hours 0 Lab Hours
This course is used to record credit the student earns while enrolled at another institution in a program administered by the University's Study Abroad Office. Credit is recorded as assigned by the study abroad adviser in the Department of Management. University credit is awarded for work in an exchange program; it may be counted as coursework taken in residence. Transfer credit is awarded for work in an affiliated studies program.
Grading: Student Option
Repeatable for credit: May be repeated for credit when the topics vary.
Academic Level: Upper Division
MAN 332F Topics in Foundations of Management 3 Hours
3 Lecture Hours 0 Lab Hours
Three lecture hours a week for one semester.
Restrictions: Restricted to non-McCombs School of Business majors.
Grading: Student Option
Repeatable for credit: May be repeated for credit when the topics vary.
Academic Level: Upper Division
MAN 334M Healthcare System Management 3 Hours
3 Lecture Hours 0 Lab Hours
Introduction to the business ecosystem of the U.S. healthcare industry using a multi-disciplinary approach to investigate business structures, processes, and outcomes of health services in America. Explores the functionality of various healthcare components. Management 334M and 337 (Topic: Healthcare System Management) may not both be counted. Three lecture hours a week for one semester.
Pre/Corequisites: Upper-division standing.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Upper Division
MAN 336 Organizational Behavior 3 Hours
3 Lecture Hours 0 Lab Hours
The process of managing organizations and the behavior of individuals and groups within the organizational setting. Only one of the following may be counted: Management 320F, 336 and 336H. Three lecture hours a week for one semester.
Pre/Corequisites: Credit or registration for Business Administration 324 or 324H; and credit or registration for three semester hours of coursework in anthropology, psychology, sociology, or educational psychology, Social Science 302D or 302E, or Advertising 319.
Restrictions: Restricted to students in the McCombs School of Business.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Upper Division
MAN 336H Organizational Behavior: Honors 3 Hours
3 Lecture Hours 0 Lab Hours
An exploration of the process of managing organizations and the behavior of individuals and groups within the organizational setting. Only one of the following may be counted: Management 320F, 336 and 336H. Three lecture hours a week for one semester.
Pre/Corequisites: Accounting 312H; credit or registration for Business Administration 324H; and thirty semester hours of coursework, including credit or registration for three semester hours of coursework in anthropology, psychology, sociology, or educational psychology, or Social Science 302D or 302E.
Restrictions: Restricted to students in the McCombs School of Business Honors Program.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Upper Division
MAN 338 Lean Startup Essentials 3 Hours
3 Lecture Hours 0 Lab Hours
Focus on the entrepreneurial process including problem identification, innovation, business plans, fund raising, legal aspects, launching, and management. Management 337 (Topic: Lean Startup Essentials) and 338 may not both be counted. Three lecture hours a week for one semester.
Pre/Corequisites: Thirty semester hours of coursework.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 340 Leadership and Urban Engagement 3 Hours
3 Lecture Hours 0 Lab Hours
Explore leadership skills and goals in the urban context. Read and discuss leadership challenges that arise when stakeholders come together to plan, make decisions, and take action in organizational and community settings. Only one of the following may be counted: Communication 340, Communication Studies 327, Fine Arts 345, Liberal Arts 325 (Topic: Leadership/Urban Engagement), 340, Management 340, Urban Studies 325 (Topic: Leadership/Urban Engagement). Three lecture hours a week for one semester.
Same as: COM 340, F A 345, L A 340
Restrictions: Restricted to students accepted to the UT in New York Program.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 140S, 240S, 340S, 440S, 540S, 640S, 740S, 840S, 940S Topics in Management 1-9 Hours
0 Lecture Hours 0 Lab Hours
This course is used to record credit the student earns while enrolled at another institution in a program administered by the University's Study Abroad Office or the school's BBA Exchange Programs. Credit is recorded as assigned by the study abroad adviser in the Department of Management. University credit is awarded for work in an exchange program; it may be counted as coursework taken in residence.
Grading: Student Option
Repeatable for credit: May be repeated for credit when the topics vary.
Academic Level: Upper Division
MAN 147C, 247C, 347C Texas Startup Accelerator 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Support startups in an experiential leadership practicum through projects designed to accelerate the venture's development. For each semester hour of credit earned, the equivalent of one lecture hour a week for one semester.
Pre/Corequisites: Upper-division standing.
Grading: Letter Grade
Repeatable for credit: Yes (Unlimited)
Academic Level: Upper Division
MAN 147I, 247I, 347I Texas Startup Incubator 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Build and grow a new venture through an experiential leadership practicum, with advice and assistance on the entrepreneurial process. For each semester hour of credit earned, the equivalent of one lecture hour a week for one semester.
Pre/Corequisites: Upper-division standing
Grading: Letter Grade
Repeatable for credit: Yes (Unlimited)
Academic Level: Upper Division
MAN 347P Entrepreneurship Practicum 3 Hours
3 Lecture Hours 0 Lab Hours
Application of entrepreneurship skills and focus on additional project management skills through individual or group assignments conducted in an entrepreneurial setting, focusing on new business development either within existing companies (corporate entrepreneurship) or as stand-alone ventures (entrepreneurship). Three lecture hours a week for one semester.
Pre/Corequisites: Upper-division standing.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Upper Division
MAN 366P Management Practicum: Social Entrepreneurship I 3 Hours
3 Lecture Hours 0 Lab Hours
Focuses on developing business plans through a semester-long project. Explores non-profit, for-profit, and hybrid organizations and how they deal with corporate social responsibility. Management 366P and 369P may not both be counted. The equivalent of three lecture hours a week for one semester.
Pre/Corequisites: Upper-division standing.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 367P Social Entrepreneurship II 3 Hours
3 Lecture Hours 0 Lab Hours
Apply skills and focus on readying chosen projects to increase awareness and understanding of business and economics issues, and prepare presentation teams for regional and national competitions based on criteria set by the international Enactus organization. The equivalent of three lecture hours a week for one semester.
Pre/Corequisites: Upper-division standing.
Grading: Student Option
Repeatable for credit: Yes (Unlimited)
Academic Level: Upper Division
MAN 369P Social Innovation Practicum 3 Hours
3 Lecture Hours 0 Lab Hours
Explores a broad overview of the field of social innovation, and examines concepts and tools that support the creation of social ventures. Includes creating a social venture, articulating its vision, creating a business plan, choosing an organizational form, and assessing the venture's financial and social impact. Management 366P and 369P may not both be counted. Three lecture hours a week for one semester.
Pre/Corequisites: Upper-division standing.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Upper Division
MAN 171T Topics in Management 1 Hour
1 Lecture Hours 0 Lab Hours
One lecture hour a week for one semester.
Grading: Student Option
Repeatable for credit: May be repeated for credit when the topics vary.
Academic Level: Upper Division
MAN 372T Topics in Management 3 Hours
3 Lecture Hours 0 Lab Hours
Three lecture hours a week for one semester.
Pre/Corequisites: Varies with the topic.
Grading: Student Option
Repeatable for credit: May be repeated for credit when the topics vary.
Academic Level: Upper Division
Topic 1: Intercultural Management. Examine a conceptual framework and specific tools for interacting successfully in international teams, negotiations, and partnerships. Discuss cultural patterns characteristic of world regions and particular countries in terms of their implications for corporate management. Only one of the following may be counted: International Business 237D, 337D, 372 (Topic 12), 367C, Management 237D, 337 (Topic: Intercultural Management), 337 (Topic 3), 372T (Topic 1), 372T (Topic 11). Three lecture hours a week for one semester. Same as: I B 367C Additional prerequisite: Upper-division standing.
Topic 2: Interdisciplinary Entrepreneurship. Focus on skill development and mentoring in start-up formation, technology development, market validation, marketing, sales, operations, human resources, program management, and finance. Discuss intellectual property, social issues in design, and ethical and safety considerations. Only one of the following may be counted: Computer Science 374L, 378 (Topic: Longhorn Startup), Electrical and Computer Engineering 364E, Electrical Engineering 377E, Engineering Studies 377E, Management 337 (Topic 2), 372T (Topic 2). Additional prerequisite: Consent of instructor. Restrictions: Restricted to students in a business major.
Topic 3: Developing and Pitching Ideas. Management 337 (Topic: Develop and Pitch New Ideas) and 372T (Topic 3) may not both be counted.
Topic 4: Leading for Impact. Explore leadership and personal development by engaging in personal assessments, action planning, peer discussion, and self-reflection in an interactive format. Management 337 (Topic 4) and 372T (Topic 4) may not both be counted.
Topic 5: Technology Transfer and Entrepreneurship. Explore creating wealth from scientific discovery, which is the core of any business enterprise. Design a business model grounded in the entrepreneurial process for wealth creation around a scientific patent, which includes business models, eco-systems, funding the enterprise, and business plans. Management 337 (Topic 5) and 372T (Topic 5) may not both be counted.
Topic 6: Performance and Sports Analytics. Examine the state of sports analytics in American sports. Only one of the following may be counted: Management 337 (Topic: Performance/Sports Analytics), 337 (Topic 6), 372T (Topic 6) may not both be counted.
Topic 7: Entrepreneurial Leadership For Women.
Topic 8: Energy Strategy. Management 337 (Topic 8) and Management 372T (Topic 8) may not both be counted. Three lecture hours a week for one semester.
Topic 9: Leadership Issues. Management 337 (Topic 9) and Management 372T (Topic 9) may not both be counted. Three lecture hours a week for one semester. Additional prerequisite: Management 336 or 336H. Restrictions: Restricted to students in a business major.
Topic 10: Women in Entrepreneurship. Only one of the following may be counted: Management 337 (Topic: Women in Entrepreneurship), 337 (Topic 10), 372T (Topic 10).
Topic 11: Leading a Multicultural Workforce. Discuss the complexity of diversity within a national and global framework and to explore the relationship of diversity in organizational change and development. Focus on developing the cross-cultural competence needed to lead effectively in the modern collaboration-powered global marketplace and provide evidence-based insights, as well as proven individual, interpersonal, enterprise-level strategies to successfully harness the power of diversity and inclusion in teams, organizations, markets, and societies. Only one of the following may be counted: International Business 237D, 337D, 372 (Topic 12), 367C, Management 237D, 337 (Topic: Intercultural Management), 337 (Topic 3), 372T (Topic 1), 372T (Topic 11).
Topic 18: People Analytics. Explore the use of analytics in the creation and management of human capital. Examine recruiting, selecting, deploying, developing, and managing performance of employees. Only one of the following may be counted: Business Analytics 372 (Topic 7), 372T (Topic 18), Management 337 (Topic: People Analytics), 337 (Topic 7), 372T (Topic 18). Same as: BAX 372T.18
Topic 20: Entrepreneurial Management. Evaluate the life cycle of an entrepreneurial business, including the attractiveness of an idea, launching and growing the business, and harvesting the profits. Management 337 (Topic 20) and 372T (Topic 20) may not both be counted. Additional prerequisite: Management 336 or 336H. Restrictions: Restricted to students in a business major.
Topic 21: The Art and Science of Negotiation. Develop a broad array of negotiation skills in useful analytical frameworks with emphasis placed on simulations, role-playing, and cases. Management 337 (Topic 21) and Management 337T (Topic 21) may not both be counted. Additional prerequisite: Management 336 or 336H. Restrictions: Restricted to students in a business major.
Topic 22: Women in Management. Management 337 (Topic 2) and Management 337T (Topic 22) may not both be counted. Three lecture hours a week for one semester. Additional prerequisite: Completion of forty-five semester hours of coursework.
MAN 372T.1 Intercultural Management 3 Hours
3 Lecture Hours 0 Lab Hours
Examine a conceptual framework and specific tools for interacting successfully in international teams, negotiations, and partnerships. Discuss cultural patterns characteristic of world regions and particular countries in terms of their implications for corporate management. Only one of the following may be counted: International Business 237D, 337D, 372 (Topic 12), 367C, Management 237D, 337 (Topic: Intercultural Management), 337 (Topic 3), 372T (Topic 1), 372T (Topic 11). Three lecture hours a week for one semester.
Same as: I B 367C
Pre/Corequisites: Upper-division standing.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 372T.10 Women in Entrepreneurship 3 Hours
3 Lecture Hours 0 Lab Hours
Only one of the following may be counted: Management 337 (Topic: Women in Entrepreneurship), 337 (Topic 10), 372T (Topic 10).
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 372T.11 Leading a Multicultural Workforce 3 Hours
3 Lecture Hours 0 Lab Hours
Discuss the complexity of diversity within a national and global framework and to explore the relationship of diversity in organizational change and development. Focus on developing the cross-cultural competence needed to lead effectively in the modern collaboration-powered global marketplace and provide evidence-based insights, as well as proven individual, interpersonal, enterprise-level strategies to successfully harness the power of diversity and inclusion in teams, organizations, markets, and societies. Only one of the following may be counted: International Business 237D, 337D, 372 (Topic 12), 367C, Management 237D, 337 (Topic: Intercultural Management), 337 (Topic 3), 372T (Topic 1), 372T (Topic 11).
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 372T.18 People Analytics 3 Hours
3 Lecture Hours 0 Lab Hours
Explore the use of analytics in the creation and management of human capital. Examine recruiting, selecting, deploying, developing, and managing performance of employees. Only one of the following may be counted: Business Analytics 372 (Topic 7), 372T (Topic 18), Management 337 (Topic: People Analytics), 337 (Topic 7), 372T (Topic 18).
Same as: BAX 372T.18
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 372T.2 Interdisciplinary Entrepreneurship 3 Hours
3 Lecture Hours 0 Lab Hours
Focus on skill development and mentoring in start-up formation, technology development, market validation, marketing, sales, operations, human resources, program management, and finance. Discuss intellectual property, social issues in design, and ethical and safety considerations. Only one of the following may be counted: Computer Science 374L, 378 (Topic: Longhorn Startup), Electrical and Computer Engineering 364E, Electrical Engineering 377E, Engineering Studies 377E, Management 337 (Topic 2), 372T (Topic 2).
Pre/Corequisites: Consent of instructor.
Restrictions: Restricted to students in a business major.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 372T.20 Entrepreneurial Management 3 Hours
3 Lecture Hours 0 Lab Hours
Evaluate the life cycle of an entrepreneurial business, including the attractiveness of an idea, launching and growing the business, and harvesting the profits. Management 337 (Topic 20) and 372T (Topic 20) may not both be counted.
Pre/Corequisites: Management 336 or 336H.
Restrictions: Restricted to students in a business major.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 372T.21 The Art and Science of Negotiation 3 Hours
3 Lecture Hours 0 Lab Hours
Develop a broad array of negotiation skills in useful analytical frameworks with emphasis placed on simulations, role-playing, and cases. Management 337 (Topic 21) and Management 337T (Topic 21) may not both be counted.
Pre/Corequisites: Management 336 or 336H.
Restrictions: Restricted to students in a business major.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 372T.22 Women in Management 3 Hours
3 Lecture Hours 0 Lab Hours
Management 337 (Topic 2) and Management 337T (Topic 22) may not both be counted. Three lecture hours a week for one semester.
Pre/Corequisites: Completion of forty-five semester hours of coursework.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 372T.3 Developing and Pitching Ideas 3 Hours
3 Lecture Hours 0 Lab Hours
Management 337 (Topic: Develop and Pitch New Ideas) and 372T (Topic 3) may not both be counted.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 372T.4 Leading for Impact 3 Hours
3 Lecture Hours 0 Lab Hours
Explore leadership and personal development by engaging in personal assessments, action planning, peer discussion, and self-reflection in an interactive format. Management 337 (Topic 4) and 372T (Topic 4) may not both be counted.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 372T.5 Technology Transfer and Entrepreneurship 3 Hours
3 Lecture Hours 0 Lab Hours
Explore creating wealth from scientific discovery, which is the core of any business enterprise. Design a business model grounded in the entrepreneurial process for wealth creation around a scientific patent, which includes business models, eco-systems, funding the enterprise, and business plans. Management 337 (Topic 5) and 372T (Topic 5) may not both be counted.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 372T.6 Performance and Sports Analytics 3 Hours
3 Lecture Hours 0 Lab Hours
Examine the state of sports analytics in American sports. Only one of the following may be counted: Management 337 (Topic: Performance/Sports Analytics), 337 (Topic 6), 372T (Topic 6) may not both be counted.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 372T.7 Entrepreneurial Leadership For Women 3 Hours
3 Lecture Hours 0 Lab Hours
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 372T.8 Energy Strategy 3 Hours
3 Lecture Hours 0 Lab Hours
Management 337 (Topic 8) and Management 372T (Topic 8) may not both be counted. Three lecture hours a week for one semester.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 372T.9 Leadership Issues 3 Hours
3 Lecture Hours 0 Lab Hours
Management 337 (Topic 9) and Management 372T (Topic 9) may not both be counted. Three lecture hours a week for one semester.
Pre/Corequisites: Management 336 or 336H.
Restrictions: Restricted to students in a business major.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 374 General Management and Strategy 3 Hours
3 Lecture Hours 0 Lab Hours
Designed to enable students to analyze business situations from the point of view of the practicing general manager. Addresses key tasks involved in general management, including strategic decisions that ensure the long-term health of the entire firm or a major division. Management 374 and 374H may not both be counted. Three lecture hours a week for one semester.
Core Curriculum: 010
Pre/Corequisites: Seventy-five semester hours of coursework, including: Management 336 or 336H; credit or registration for Finance 357 or 357H, and Marketing 337, 337H, or 337N; and credit or registration for one of the following: Accounting 366P, 367P, Business Administration 130G, 353, 366P, Business Analytics 366P, Finance 337P, 364P, 365P, 366P, International Business 366P, Management 347P, 366P, 367P, 369P, Management Information Systems 366P, Marketing 366P, Operations Management 366P, Real Estate 366P.
Restrictions: Restricted to students in a business major.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 374H General Management and Strategy: Honors 3 Hours
3 Lecture Hours 0 Lab Hours
Designed to enable students to analyze business situations from the point of view of the practicing general manager. Addresses key tasks involved in general management, including strategic decisions that ensure the long-term health of the entire firm or a major division. Management 374 and 374H may not both be counted. Three lecture hours a week for one semester.
Core Curriculum: 010
Pre/Corequisites: Senior standing; Finance 357H; Management 336H; Marketing 337H; credit or registration for Operations Management 235H; and credit or registration for one of the following: Accounting 353J, 366P, Business Administration 353, 353H, Finance 353, 366P, Management 347P, 353, 366P, 367P, 369P, Management Information Systems 366P, Marketing 366P, Operations Management 353, or 366P.
Restrictions: Restricted to students in the McCombs School of Business Honors Program.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Upper Division
MAN 179C, 379C Independent Research in Management 1,3 Hours
1,3 Lecture Hours 0 Lab Hours
Only one of the following may be counted: Accounting 379C, Business Administration Honors 379, Business, Government, and Society 379, Finance 379C, International Business 379C, Legal Environment of Business 379, Management 379C, Management Information Systems 379, Marketing 379C, Operations Management 379, Risk Management 379. Conference course.
Pre/Corequisites: Eighteen semester hours of coursework in business and economics, six of which must be upper-division; Management 336 or 336H; consent of instructor; written approval before the first meeting of the course from the department chair's office on forms provided for that purpose.
Restrictions: Restricted to students in a business major.
Grading: Student Option
Repeatable for credit: No
Academic Level: Upper Division
MAN 183, 283, 383 Current Topics in Organization Science 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
For 183, one lecture hour a week for one semester; for 283, four lecture hours a week for half a semester; for 383, three lecture hours a week for one semester.
Pre/Corequisites: Graduate standing; additional prerequisites vary with the topic.
Restrictions: Restricted to graduate students in the McCombs School of Business.
Grading: Letter Grade
Repeatable for credit: May be repeated for credit when the topics vary.
Academic Level: Doctoral
Topic 1: Labor-Management Relations in the Public Sector.
Topic 2: Industrial Relations in the Private Sector.
Topic 4: Labor Arbitration.
Topic 10: Strategic Human Resource Management.
Topic 11: Job Analyses and Compensation Systems.
Topic 12: Managing Training Strategically.
Topic 13: Human Resources Information Systems.
Topic 14: Managing Human Resource Flows.
Topic 15: The Context of Human Resource Management. Additional prerequisite: Admission to the master's degree program in human resource development leadership.
Topic 16: Leading People and Organizations. Designed to increase the student's effectiveness as a manager through discussion of organizational behavior and design, and guidelines for applying these concepts.
Topic 17: Organizational Behavior for Executives. Explore organizational behavior frameworks and concepts that leaders can use to get things done in their teams and organizations. Examine how leaders can design effective organizations and teams, engage employees, improve decision making, manage interpersonal and team dynamics, exercise influence, and adapt to changing internal and external contexts. Restrictions: Restricted to students in the Executive MBA Program.
Topic 20: Art and Science of Negotiation. Additional prerequisite: Admission to the McCombs School of Business.
Topic 21: Decision Analysis.
Topic 22: Creating and Managing Human Capital. Covers issues related to making human resource decisions in a more effective manner. Uses a strategic perspective, with particular emphasis on the links between human resource decisions and a firm's competitive position. Additional prerequisite: Admission to the McCombs School of Business.
Topic 23: People Analytics. Covers issues related to making human resource decisions in a more effective manner. Uses a strategic perspective, with particular emphasis on the links between human resource decisions and a firm's competitive position. Management 183, 283, 383 (Topic 22) and 183, 283, 383 (Topic 23) may not both be counted. Additional prerequisite: Admission to the McCombs School of Business.
Topic 24: Managing Human Capital. Explore issues related to talent management processes, including how companies hire, socialize, appraise, reward, and retain talent. Use a strategic perspective of the impact of organizational context on how companies manage human capital and the practices and analytical frameworks that help managers leverage human capital. Restrictions: Restricted to students in the McCombs School of Business.
Topic 25: Strategic Human Capital for Executives. Examine a set of analytical approaches to leveraging data that exist within an organization to make strategic human capital decisions. Explore how leading companies are applying analytics within their people organizations, as well as how these approaches are driving important organizational outcomes. Restrictions: Restricted to students in the Executive MBA Program.
Topic 26: Leading in High Stakes Environments. Examine the art and science of securing an agreement between two or more interdependent parties who are seeking to maximize their outcomes. Explore research and theory that help improve understanding of the behavior of individuals, groups, and organizations in the context of competitive situations. Restrictions: Restricted to students in the Executive MBA Program.
Topic 27: Advocacy for Executives. Focus on how leaders, especially senior leaders, can better advocate for their ideas. Examine how executives can effectively and persuasively communicate their ideas to diverse audiences, enhance their reputations as innovative leaders, build partnerships around their ideas, and successfully influence others to adopt their innovative notions.
Topic 30: Managing and Changing Cultures in Organizations.
Topic 31: Organizational Change and Strategic Renewal.
MAN 183.16, 283.16, 383.16 Leading People and Organizations 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Designed to increase the student's effectiveness as a manager through discussion of organizational behavior and design, and guidelines for applying these concepts.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 183.17, 283.17, 383.17 Organizational Behavior for Executives 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Explore organizational behavior frameworks and concepts that leaders can use to get things done in their teams and organizations. Examine how leaders can design effective organizations and teams, engage employees, improve decision making, manage interpersonal and team dynamics, exercise influence, and adapt to changing internal and external contexts.
Restrictions: Restricted to students in the Executive MBA Program.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 183.20, 283.20, 383.20 Art and Science of Negotiation 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Pre/Corequisites: Admission to the McCombs School of Business.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 183.23, 283.23, 383.23 People Analytics 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Covers issues related to making human resource decisions in a more effective manner. Uses a strategic perspective, with particular emphasis on the links between human resource decisions and a firm's competitive position. Management 183, 283, 383 (Topic 22) and 183, 283, 383 (Topic 23) may not both be counted.
Pre/Corequisites: Admission to the McCombs School of Business.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 183.24, 283.24, 383.24 Managing Human Capital 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Explore issues related to talent management processes, including how companies hire, socialize, appraise, reward, and retain talent. Use a strategic perspective of the impact of organizational context on how companies manage human capital and the practices and analytical frameworks that help managers leverage human capital.
Restrictions: Restricted to students in the McCombs School of Business.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 183.25, 283.25, 383.25 Strategic Human Capital for Executives 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Examine a set of analytical approaches to leveraging data that exist within an organization to make strategic human capital decisions. Explore how leading companies are applying analytics within their people organizations, as well as how these approaches are driving important organizational outcomes.
Restrictions: Restricted to students in the Executive MBA Program.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 183.26, 283.26, 383.26 Leading in High Stakes Environments 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Examine the art and science of securing an agreement between two or more interdependent parties who are seeking to maximize their outcomes. Explore research and theory that help improve understanding of the behavior of individuals, groups, and organizations in the context of competitive situations.
Restrictions: Restricted to students in the Executive MBA Program.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 183.27, 283.27, 383.27 Advocacy for Executives 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Focus on how leaders, especially senior leaders, can better advocate for their ideas. Examine how executives can effectively and persuasively communicate their ideas to diverse audiences, enhance their reputations as innovative leaders, build partnerships around their ideas, and successfully influence others to adopt their innovative notions.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 183.31, 283.31, 383.31 Organizational Change and Strategic Renewal 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185, 285, 385 Current Topics in Strategic Management 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
For 185, one hour a week for a semester; for 285, four lecture hours a week for half a semester; for 385, three lecture hours a week for one semester.
Pre/Corequisites: Graduate standing; additional prerequisites vary with the topic.
Restrictions: Restricted to graduate students in the McCombs School of Business.
Grading: Letter Grade
Repeatable for credit: May be repeated for credit when the topics vary.
Academic Level: Doctoral
Topic 1: Action Skills for Managers: Implementing Strategy.
Topic 2: The Art of Leadership.
Topic 3: Health Care Management. Management 385 (Topic 3) and Management Information Systems 383N (Topic 1: Health Care Management) may not both be counted.
Topic 4: Health Services Seminar.
Topic 5: Leadership, Literature, and the Individual.
Topic 6: Management Planning and Control in Complex Systems.
Topic 7: Managerial Ethics.
Topic 8: Managing Corporate Diversification and Renewal.
Topic 9: Strategic Analysis for High-Tech Industries. Management 185, 285, 385 (Topic 9) and Management Information Systems 181N, 281N, 381N (Topic 3) may not both be counted.
Topic 10: Managing Corporate Restructuring. Examine turnaround business situations, strategic and financial issues, and the operating manager's perspective. Restrictions: Restricted to students in the Executive MBA Program.
Topic 11: Cultures in Organizations.
Topic 12: Control in Organizations: Behavioral Perspectives.
Topic 13: Corporate Strategy for Executives. Study the formulation and implementation of strategies specifically related to firm growth. Explore vertical integration, horizontal integration, diversification, acquisition, growth in platform ecosystems, technology-driven growth, and international growth. Restrictions: Restricted to students in the Executive MBA Program.
Topic 14: Managing Product Cycle: Manufacturing and Marketing Perspectives.
Topic 15: Corporate Design Strategy.
Topic 16: Power and Politics. Covers skills and techniques to gain power and influence in organizations as political entities. Includes cases, business press, and theoretical articles.
Topic 17: Entrepreneurship.
Topic 18: New Venture Creation for Executives. Examine what advantages start-ups have over existing organizations when it comes to identifying new opportunities and developing innovative solutions to address pain points and create value. Restrictions: Restricted to students in the Executive MBA Program.
Topic 19: Management Sustainability Practicum. Management 385 (Topic: Management Sustainability Prac) and 385 (Topic 19) may not both be counted.
Topic 20: Advanced Venture Development.
Topic 21: Entrepreneurial Behavior: Social and Business Aspects.
Topic 22: New Venture Creation. Examine what advantages start-ups have over existing organizations when it comes to identifying new opportunities and developing innovative solutions to address pain points and create value.
Topic 23: Introduction to Entrepreneurship.
Topic 24: Entrepreneurial Growth.
Topic 25: Social and Economic Aspects of Entrepreneurship.
Topic 26: Managing Corporate Turnarounds, Restructuring, and Bankruptcy. Examine turnaround business situations, i.e., established firms experiencing operational, financial and managerial difficulties. Consider strategy issues as well as financial ones with an emphasis on the operating manager's perspective. Restrictions: Restricted to students in the Executive MBA Program.
Topic 27: Leading Innovation and Change. Management 385 (Topic: Leading Innovation and Change) and 385 (Topic 27) may not both be counted.
Topic 28: Planning and Accountability Systems.
Topic 29: Entrepreneurship in Large and Small Organizations.
Topic 30: Creative and Innovative Management.
Topic 31: Economic and National Security Policies.
Topic 32: Frontline Management.
Topic 33: Managing and Marketing in the Global Arena.
Topic 34: Technology Incubator Laboratory.
Topic 35: Managing and Marketing in the Global Arena.
Topic 36: Power and Politics. Covers skills and techniques to gain power and influence in organizations as political entities. Includes cases, business press, and theoretical articles.
Topic 37: Management Planning and Control Systems.
Topic 38: Managing Diverse Workforce. Develop skills to effectively manage and capitalize on diversity within today's global organizations. Examine multiple dimensions of diversity--including, but not limited to, race, gender, generational differences, neurodiversity, remote/hybrid work arrangements, and cross-cultural dynamics--while developing practical competencies through case studies and experiential learning. Discuss the strategic value of diversity, offering frameworks for cultivating inclusive environments, driving innovation, and implementing metrics to sustain impactful diversity initiatives. Management 385 (Topic: Managing Diverse Workforce) and Management 385 (Topic 38) may not both be counted.
Topic 39: Assessing Technologies and Innovations. Explore integrated approaches for transitioning recent University of Texas research innovations from laboratory settings to market environments by bridging the dichotomy between technology push and market pull methodologies. Analyze the advancement of inventions developed by university inventors toward commercial viability, particularly where established demand is uncertain. Emphasize interactive engagement with inventors and extensive fieldwork involving industry experts, partners, and potential customers to investigate, evaluate, and test real-world opportunities and challenges in technology commercialization. Management 385 (Topic: Entrepreneurship/Incubation) and Management 385 (Topic 39) may not both be counted.
Topic 40: Natural Resources and Environmental Management I.
Topic 41: Natural Resources and Environmental Management II.
Topic 42: Human Resources Information Systems.
Topic 43: Facilitating Process Improvement.
Topic 44: Management of Large-Scale Companies.
Topic 45: Economics and National Security Policies. Offered on the letter-grade basis only.
Topic 46: Contemporary Issues in Strategic Management.
Topic 47: Entrepreneurship and New Ventures.
Topic 48: Strategic Management and Marketing. Issues related to effective management of training: assessing the need for training, choosing between in-house training and training by an external vendor, and selecting criteria and procedures for training evaluation.
Topic 49: Strategic Management. Designed to help students develop a general management orientation. Subjects include the role of the general manager, formulating business and corporate-level strategy, managing strategic change, strategy implementation, and developing general managers. Business Administration 188T, 288T, 388T and Management 185, 285, 385 (Topic 49) may not both be counted.
Topic 50: Frontline Management.
Topic 51: Global Management. Management 385 (Topic: Global Management) and Management 385 (Topic 51) may not both be counted.
Topic 52: Technology Incubator Laboratory.
Topic 53: Organizational Change and Strategic Renewal.
Topic 54: Entrepreneurial Behavior: Social and Business Aspects.
Topic 55: Natural Resources and Environmental Management II.
Topic 56: Healthcare Business Ecosystem. Explore the dynamics of the health care environment and health care reform. Analyze and discuss how health care strategy, delivery, and payment differ with value-based competition. Management 385 (Topic: Healthcare Business Ecosystem) and 385 (Topic 56) may not both be counted.
Topic 57: Computers in Competitive Manufacturing.
Topic 58: New Enterprise Planning and Development.
Topic 59: Entrepreneurship in the Global Economy.
Topic 60: Management of the Design Process.
Topic 61: Perspectives on Public Policy. Designed to prepare MBA students, both as individuals and in their professional careers as managers and leaders, for active and effective participation in the democratic process.
Topic 62: Corporate Governance. Examines the roles and responsibilities of organizational leadership in a variety of settings, including large and small companies, startups and established companies, global, single-country, and single-region companies, and nonprofit entities. Only one of the following may be counted: Management 285 (Topic 62), 385 (Topic 62), Marketing 382 (Topic: Corporate Governance).
Topic 63: Economics of Competitive Strategy. Develops and uses concepts from microeconomics, game theory, and the economics of industrial organization and applies these concepts to competitive decision making, using a combination of case analyses and lectures.
Topic 64: Enterprise of Technology: From Mind to Market. Focuses on moving an idea from the mind of the researcher to the marketplace by examining the activities involved in commercializing a technology from conception to profitable enterprise.
Topic 65: Management Consulting Practicum. Students work in supervised teams and develop recommendations to solve a real business problem for a client firm. Additional prerequisite: Consent of instructor.
Topic 67: Nutrition Entrepreneurship. Management 385 (Topic: Nutrition Entrepreneurship) and Management 385 (Topic 67) may not both be counted.
Topic 68: Performance and Sports Analytics. Leverage sports analytics to address business complexities, demystify pathways to thriving in the sports business sector, and foster the creation of innovative analytical tools through the fusion of computer science, mathematics, and statistics. Explore sports as a business, including crucial lessons in leadership and ethics with universal applicability. Management 385 (Topic: Perf and Sports Analytics) and Management 385 (Topic 68) may not both be counted.
Topic 69: Social Innovation Practicum. Overview of the field of social innovation, including concepts and tools that support the creation of social ventures. Hands-on application to develop a social venture, articulate its vision, create a business plan, choose an organizational form for the venture, and assess the venture's financial and social impact.
Topic 70: Strategic Innovation and Entrepreneurship. Explore how existing and new firms can innovate strategically to discover and create new sources of value. Examine dynamic views of strategy that enable the creation of new markets, new business models, and growth opportunities.
Topic 71: Persuasive Communications. Explore the best practices for persuasive communication. Examine and practice the fundamentals of strong communication in business settings.
Topic 73: Opportunity Identity and Analysis. Management 385 (Topic: Opportunity Ident and Analysis) and 285 (Topic 73) may not both be counted.
Topic 74: Technology Strategy. Management 385 (Topic: Technology Strategy) and 385 (Topic 74) may not both be counted.
Topic 75: Energy Technology and Policy. Discuss energy technologies, fuels, environmental impacts, and public policies with an interdisciplinary framework. Explore quantitative and qualitative concepts in energy, such as fuels and energy technologies, energy policy levers, societal aspects of energy, culture, economics, war, and international affairs. Utilize historical examples, current events, and future looking predictions related to all aspects of the energy system. Management 385 (Topic: Energy Technology and Policy) and 385 (Topic 75) may not both be counted.
Topic 76: Business of Healthcare.
Topic 77: Startup Consulting Practicum. Develop skills to research the viability of a business idea, analyze results, and deliver strategic recommendations in a compelling stakeholder presentation. Gain real-world experience with early-stage startups while collaborating cross-functionally and learning strategic frameworks. Management 385 (Topic: Texas Venture Labs Practicum) and Management 385 (Topic 77) may not both be counted.
MAN 185.1, 285.1, 385.1 Action Skills for Managers: Implementing Strategy 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.10, 285.10, 385.10 Managing Corporate Restructuring 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Examine turnaround business situations, strategic and financial issues, and the operating manager's perspective.
Restrictions: Restricted to students in the Executive MBA Program.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.13, 285.13, 385.13 Corporate Strategy for Executives 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Study the formulation and implementation of strategies specifically related to firm growth. Explore vertical integration, horizontal integration, diversification, acquisition, growth in platform ecosystems, technology-driven growth, and international growth.
Restrictions: Restricted to students in the Executive MBA Program.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.18, 285.18, 385.18 New Venture Creation for Executives 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Examine what advantages start-ups have over existing organizations when it comes to identifying new opportunities and developing innovative solutions to address pain points and create value.
Restrictions: Restricted to students in the Executive MBA Program.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.19, 285.19, 385.19 Management Sustainability Practicum 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Management 385 (Topic: Management Sustainability Prac) and 385 (Topic 19) may not both be counted.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.2, 285.2, 385.2 The Art of Leadership 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.20, 285.20, 385.20 Advanced Venture Development 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.22, 285.22, 385.22 New Venture Creation 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Examine what advantages start-ups have over existing organizations when it comes to identifying new opportunities and developing innovative solutions to address pain points and create value.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.23, 285.23, 385.23 Introduction to Entrepreneurship 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.24, 285.24, 385.24 Entrepreneurial Growth 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.25, 285.25, 385.25 Social and Economic Aspects of Entrepreneurship 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.26, 285.26, 385.26 Managing Corporate Turnarounds, Restructuring, and Bankruptcy 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Examine turnaround business situations, i.e., established firms experiencing operational, financial and managerial difficulties. Consider strategy issues as well as financial ones with an emphasis on the operating manager's perspective.
Restrictions: Restricted to students in the Executive MBA Program.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.27, 285.27, 385.27 Leading Innovation and Change 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Management 385 (Topic: Leading Innovation and Change) and 385 (Topic 27) may not both be counted.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.33, 285.33, 385.33 Managing and Marketing in the Global Arena 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.36, 285.36, 385.36 Power and Politics 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Covers skills and techniques to gain power and influence in organizations as political entities. Includes cases, business press, and theoretical articles.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.38, 285.38, 385.38 Managing Diverse Workforce 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Develop skills to effectively manage and capitalize on diversity within today's global organizations. Examine multiple dimensions of diversity--including, but not limited to, race, gender, generational differences, neurodiversity, remote/hybrid work arrangements, and cross-cultural dynamics--while developing practical competencies through case studies and experiential learning. Discuss the strategic value of diversity, offering frameworks for cultivating inclusive environments, driving innovation, and implementing metrics to sustain impactful diversity initiatives. Management 385 (Topic: Managing Diverse Workforce) and Management 385 (Topic 38) may not both be counted.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.39, 285.39, 385.39 Assessing Technologies and Innovations 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Explore integrated approaches for transitioning recent University of Texas research innovations from laboratory settings to market environments by bridging the dichotomy between technology push and market pull methodologies. Analyze the advancement of inventions developed by university inventors toward commercial viability, particularly where established demand is uncertain. Emphasize interactive engagement with inventors and extensive fieldwork involving industry experts, partners, and potential customers to investigate, evaluate, and test real-world opportunities and challenges in technology commercialization. Management 385 (Topic: Entrepreneurship/Incubation) and Management 385 (Topic 39) may not both be counted.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.49, 285.49, 385.49 Strategic Management 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Designed to help students develop a general management orientation. Subjects include the role of the general manager, formulating business and corporate-level strategy, managing strategic change, strategy implementation, and developing general managers. Business Administration 188T, 288T, 388T and Management 185, 285, 385 (Topic 49) may not both be counted.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.51, 285.51, 385.51 Global Management 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Management 385 (Topic: Global Management) and Management 385 (Topic 51) may not both be counted.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.56, 285.56, 385.56 Healthcare Business Ecosystem 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Explore the dynamics of the health care environment and health care reform. Analyze and discuss how health care strategy, delivery, and payment differ with value-based competition. Management 385 (Topic: Healthcare Business Ecosystem) and 385 (Topic 56) may not both be counted.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.6, 285.6, 385.6 Management Planning and Control in Complex Systems 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.61, 285.61, 385.61 Perspectives on Public Policy 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Designed to prepare MBA students, both as individuals and in their professional careers as managers and leaders, for active and effective participation in the democratic process.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.62, 285.62, 385.62 Corporate Governance 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Examines the roles and responsibilities of organizational leadership in a variety of settings, including large and small companies, startups and established companies, global, single-country, and single-region companies, and nonprofit entities. Only one of the following may be counted: Management 285 (Topic 62), 385 (Topic 62), Marketing 382 (Topic: Corporate Governance).
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.63, 285.63, 385.63 Economics of Competitive Strategy 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Develops and uses concepts from microeconomics, game theory, and the economics of industrial organization and applies these concepts to competitive decision making, using a combination of case analyses and lectures.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.64, 285.64, 385.64 Enterprise of Technology: From Mind to Market 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Focuses on moving an idea from the mind of the researcher to the marketplace by examining the activities involved in commercializing a technology from conception to profitable enterprise.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.65, 285.65, 385.65 Management Consulting Practicum 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Students work in supervised teams and develop recommendations to solve a real business problem for a client firm.
Pre/Corequisites: Consent of instructor.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.67, 285.67, 385.67 Nutrition Entrepreneurship 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Management 385 (Topic: Nutrition Entrepreneurship) and Management 385 (Topic 67) may not both be counted.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.68, 285.68, 385.68 Performance and Sports Analytics 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Leverage sports analytics to address business complexities, demystify pathways to thriving in the sports business sector, and foster the creation of innovative analytical tools through the fusion of computer science, mathematics, and statistics. Explore sports as a business, including crucial lessons in leadership and ethics with universal applicability. Management 385 (Topic: Perf and Sports Analytics) and Management 385 (Topic 68) may not both be counted.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.69, 285.69, 385.69 Social Innovation Practicum 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Overview of the field of social innovation, including concepts and tools that support the creation of social ventures. Hands-on application to develop a social venture, articulate its vision, create a business plan, choose an organizational form for the venture, and assess the venture's financial and social impact.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.70, 285.70, 385.70 Strategic Innovation and Entrepreneurship 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Explore how existing and new firms can innovate strategically to discover and create new sources of value. Examine dynamic views of strategy that enable the creation of new markets, new business models, and growth opportunities.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.71, 285.71, 385.71 Persuasive Communications 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Explore the best practices for persuasive communication. Examine and practice the fundamentals of strong communication in business settings.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.73, 285.73, 385.73 Opportunity Identity and Analysis 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Management 385 (Topic: Opportunity Ident and Analysis) and 285 (Topic 73) may not both be counted.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.74, 285.74, 385.74 Technology Strategy 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Management 385 (Topic: Technology Strategy) and 385 (Topic 74) may not both be counted.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.75, 285.75, 385.75 Energy Technology and Policy 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Discuss energy technologies, fuels, environmental impacts, and public policies with an interdisciplinary framework. Explore quantitative and qualitative concepts in energy, such as fuels and energy technologies, energy policy levers, societal aspects of energy, culture, economics, war, and international affairs. Utilize historical examples, current events, and future looking predictions related to all aspects of the energy system. Management 385 (Topic: Energy Technology and Policy) and 385 (Topic 75) may not both be counted.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.76, 285.76, 385.76 Business of Healthcare 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.77, 285.77, 385.77 Startup Consulting Practicum 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Develop skills to research the viability of a business idea, analyze results, and deliver strategic recommendations in a compelling stakeholder presentation. Gain real-world experience with early-stage startups while collaborating cross-functionally and learning strategic frameworks. Management 385 (Topic: Texas Venture Labs Practicum) and Management 385 (Topic 77) may not both be counted.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.8, 285.8, 385.8 Managing Corporate Diversification and Renewal 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185.9, 285.9, 385.9 Strategic Analysis for High-Tech Industries 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Management 185, 285, 385 (Topic 9) and Management Information Systems 181N, 281N, 381N (Topic 3) may not both be counted.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185D Global Practicum for Executives 1 Hour
1 Lecture Hours 0 Lab Hours
Examine the history, culture, politics, and economics of a region through direct experience with a study tour or global management seminar in the respective regional area. One lecture hour a week for one semester.
Pre/Corequisites: Graduate standing.
Restrictions: Restricted to students in the Executive MBA Program.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Master's
MAN 185E, 285E, 385E Directed Studies in Global Management and Business Practices 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Study global business practices through lectures on campus and trips to international partner schools. Only one of the following may be counted: International Business 385E, Management 185C and 385E. The equivalent of one lecture hour a week for one semester.
Same as: I B 185E, I B 285E, I B 385E
Pre/Corequisites: Graduate standing.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 185F, 285F, 385F Leading for Impact 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Analysis and application of contemporary concepts and theories of principled leadership for work teams and organizations. For each semester hour of credit earned, one lecture hour a week for one semester.
Pre/Corequisites: Graduate standing.
Grading: Credit No Credit
Repeatable for credit: No
Academic Level: Doctoral
MAN 185G Strategic Innovation and Entrepreneurship 1 Hour
1 Lecture Hours 0 Lab Hours
One lecture hour a week for one semester.
Pre/Corequisites: Graduate Standing.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Doctoral
MAN 285H Innovation in the New Economy: Entrepreneurial Mindset 2 Hours
2 Lecture Hours 0 Lab Hours
Examine approaches that executives can use for identifying and creating new business opportunities, and for designing organizations and processes to foster employee creativity and innovation. Two lecture hours a week for one semester.
Pre/Corequisites: Graduate standing.
Restrictions: Restricted to students in the Executive MBA Program.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Master's
MAN 285L Leading for Impact for Executives 2 Hours
2 Lecture Hours 0 Lab Hours
Explore leadership and how to apply concepts in ways that have impact on the world and local community. Two lecture hours a week for one semester.
Pre/Corequisites: Graduate standing.
Restrictions: Restricted to students in the Executive MBA Program.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Master's
MAN 185S, 285S, 385S Leading For Impact Capstone 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Explore leadership development and provide opportunities to practice leadership abilities through projects for real organizations. For each semester hour of credit earned, one lecture hour a week for one semester.
Pre/Corequisites: Graduate standing and Management 185F, 285F, or 385F.
Restrictions: Restricted to MBA students in the McCombs School Business
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Master's
MAN 185T, 285T, 385T Leading for Impact I 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Analyze and apply contemporary concepts and theories of principled leadership for work teams and organizations. For each semester hour of credit earned, one lecture hour a week for one semester.
Pre/Corequisites: Graduate standing.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Master's
MAN 185U, 285U, 385U Leading for Impact II 1-3 Hours
1,2,3 Lecture Hours 0 Lab Hours
Explore leadership development and provide opportunities to practice leadership abilities through projects for real organizations. For each semester hour of credit earned, one lecture hour a week for one semester.
Pre/Corequisites: Graduate standing and Management 185T.
Grading: Letter Grade
Repeatable for credit: No
Academic Level: Master's
MAN 390 Topics in Seminar: Organization Science 3 Hours
3 Lecture Hours 0 Lab Hours
Intensive analysis of organizational science issues. Three lecture hours a week for one semester.
Pre/Corequisites: Admission to the doctoral degree program and consent of instructor.
Grading: Student Option
Repeatable for credit: May be repeated for credit when the topics vary.
Academic Level: Doctoral
Topic 1: Research in Organizational Science.
Topic 2: Introduction to Research Methods in Management.
Topic 3: Research Methods in Management.
Topic 4: Seminar in Organizational Behavior.
Topic 5: Seminar in Organization Theory.
Topic 6: Organizational Decision Making.
Topic 7: Seminar in Organizational Cultures.
Topic 8: Decision Research.
Topic 9: Behavioral Decision Theory.
Topic 10: Field Methodology.
Topic 11: Management of Knowledge Workers. The study of knowledge workers at four levels of analysis: as individuals, as team members, as organizational resources, and as national resources. Strong emphasis on theory building.
Topic 12: Longitudinal Analysis. Conduct rigorous analyses of organizational and other phenomena that evolve and change across time. Management 390 (Topic: Longitudinal Analysis) and 390 (Topic 12) may not both be counted.
MAN 390.1 Research in Organizational Science 3 Hours
3 Lecture Hours 0 Lab Hours
Grading: Student Option
Repeatable for credit: No
Academic Level: Doctoral
MAN 390.11 Management of Knowledge Workers 3 Hours
3 Lecture Hours 0 Lab Hours
The study of knowledge workers at four levels of analysis: as individuals, as team members, as organizational resources, and as national resources. Strong emphasis on theory building.
Grading: Student Option
Repeatable for credit: No
Academic Level: Doctoral
MAN 390.12 Longitudinal Analysis 3 Hours
3 Lecture Hours 0 Lab Hours
Conduct rigorous analyses of organizational and other phenomena that evolve and change across time. Management 390 (Topic: Longitudinal Analysis) and 390 (Topic 12) may not both be counted.
Grading: Student Option
Repeatable for credit: No
Academic Level: Doctoral
MAN 390.2 Introduction to Research Methods in Management 3 Hours
3 Lecture Hours 0 Lab Hours
Grading: Student Option
Repeatable for credit: No
Academic Level: Doctoral
MAN 390.3 Research Methods in Management 3 Hours
3 Lecture Hours 0 Lab Hours
Grading: Student Option
Repeatable for credit: No
Academic Level: Doctoral
MAN 390.4 Seminar in Organizational Behavior 3 Hours
3 Lecture Hours 0 Lab Hours
Grading: Student Option
Repeatable for credit: No
Academic Level: Doctoral
MAN 390.5 Seminar in Organization Theory 3 Hours
3 Lecture Hours 0 Lab Hours
Grading: Student Option
Repeatable for credit: No
Academic Level: Doctoral
MAN 390.6 Organizational Decision Making 3 Hours
3 Lecture Hours 0 Lab Hours
Grading: Student Option
Repeatable for credit: No
Academic Level: Doctoral
MAN 390.9 Behavioral Decision Theory 3 Hours
3 Lecture Hours 0 Lab Hours
Grading: Student Option
Repeatable for credit: No
Academic Level: Doctoral
MAN 191S, 291S, 391S, 691S Independent Study 1,2,3,6 Hours
1,2,3,6 Lecture Hours 0 Lab Hours
Conference course.
Pre/Corequisites: Graduate standing and consent of instructor.
Grading: Student Option
Repeatable for credit: Yes (Unlimited)
Academic Level: Doctoral
MAN 393 Topics in Seminar: Strategic Management 3 Hours
3 Lecture Hours 0 Lab Hours
Intensive analysis of strategic management issues. Three lecture hours a week for one semester.
Pre/Corequisites: Admission to the doctoral degree program and consent of instructor.
Grading: Student Option
Repeatable for credit: May be repeated for credit when the topics vary.
Academic Level: Doctoral
Topic 1: Foundations of Strategic Management.
Topic 2: Contemporary Issues in Strategic Management.
Topic 3: Research in Strategic Management.
Topic 4: Corporate Strategy.
Topic 5: Executive Leadership.
Topic 6: Management of Diversification.
Topic 7: Policy Analysis.
Topic 8: Systems Theory.
MAN 393.1 Foundations of Strategic Management 3 Hours
3 Lecture Hours 0 Lab Hours
Grading: Student Option
Repeatable for credit: No
Academic Level: Doctoral
MAN 393.2 Contemporary Issues in Strategic Management 3 Hours
3 Lecture Hours 0 Lab Hours
Grading: Student Option
Repeatable for credit: No
Academic Level: Doctoral
MAN 393.3 Research in Strategic Management 3 Hours
3 Lecture Hours 0 Lab Hours
Grading: Student Option
Repeatable for credit: No
Academic Level: Doctoral
MAN 393.5 Executive Leadership 3 Hours
3 Lecture Hours 0 Lab Hours
Grading: Student Option
Repeatable for credit: No
Academic Level: Doctoral
MAN 393.6 Management of Diversification 3 Hours
3 Lecture Hours 0 Lab Hours
Grading: Student Option
Repeatable for credit: No
Academic Level: Doctoral
MAN 698 Thesis 6 Hours
0 Lecture Hours 0 Lab Hours
The equivalent of three lecture hours a week for two semesters.
Pre/Corequisites: For 698A, graduate standing in management and consent of the supervising faculty member and the graduate adviser; for 698B, Management 698A.
Grading: Credit No Credit
Repeatable for credit: No
Academic Level: Doctoral
MAN 398R Master's Report 3 Hours
3 Lecture Hours 0 Lab Hours
Preparation of a report to fulfill the requirement for the master's degree under the report option. The equivalent of three lecture hours a week for one semester.
Pre/Corequisites: Graduate standing, enrollment in the doctoral program in management, and consent of the supervising faculty member and graduate adviser.
Grading: Credit No Credit
Repeatable for credit: No
Academic Level: Doctoral
MAN 399W, 699W, 999W Dissertation 3,6,9 Hours
0 Lecture Hours 0 Lab Hours
Pre/Corequisites: Admission to candidacy for the doctoral degree.
Grading: Credit No Credit
Repeatable for credit: Yes (Unlimited)
Academic Level: Doctoral