This course will introduce students to how managers collect, process, and interpret observations about the world around them so that they can make informed decisions. The first portion of the course introduces students to the concept of data and managers' relationship to data. Students will learn different practical methods of data gathering-from surveys and archives to experiments and crowd sourcing-and then will explore basic methods of organizing data for robust, sustainable use. The second portion of the class will explore how managers can use data, showing students the incredible value resulting from cross tabulation, frequency distributions, and simple plots; basic statistical inference and model building will emerge in this exploration. The final portion of the course will focus on the use of artificial intelligence (AI), highlighting general features of how commonly deployed AI systems function and how they can solve challenges across various areas of business.
A semester-long study of topics in Businss Administration. Topics and emphases will vary according to the instructor. This course may be repeated for credit with different topics. See the details in the schedule for descriptions and applicability to graduation requirements.
How do individuals organize and execute their work activities to serve their customers, constituents, and clients? This course addresses this fundamental human concern by introducing students to contemporary principles of management practice. The course acquaints students with the methods managers use to analyze their enterprise's environment and to make decisions. Furthermore, the course develops students' abilities to communicate in work settings, assess the consequences of organizational designs, devise strategies for fluid teamwork, and to understand standards of professionalism in the workplace.
Business Skills for Transfer Students who have successfully completed Introduction to Management (or equivalent) at another institution. This course prepares transfer students for success in subsequent undergraduate business courses. Successful completion of this 1-semester-hour course satisfies the major's required BUS 2101 course. Business minor students may also be able to satisfy BUS 2101 with this course, provided they complete a minimum of 12 semester hours (three 4-credit courses) of the five required minor courses at Willamette: BUS 2101, 2102, 2103, 3104, 3105.
What are organizations and how do people design, manage, and adapt them to meet their objectives? This course answers that question by introducing students to principles of organizational design and discussing evidence concerning the relationship between organizational structures, work processes, and enterprise outcomes. The course also familiarizes students with the processes through which organizations change and how the change resulting from these processes affects organizations' stakeholders, missions, and outcomes. Students taking the course will become fluent in the concepts guiding organizational design, management, and change.
This course introduces students to the principles that guide modern accounting practices. In the process, students will learn to reason about important trade-offs and measurement issues faced by accounting professionals, recognize the diversity of accounting careers, and appreciate the institutions that govern the accounting world.
With the rise of Industry 4.0, artificial intelligence, and the gig economy, decision making processes contingent upon business analytics plays an increasingly larger role throughout organizations globally. More specifically, this course will teach the fundamentals of management science, which is the broad interdisciplinary study of problem solving and decision making in human organizations. Integrated business examples will be provided and complex issues solved for using spreadsheet modeling and decision analysis in Excel. Windows based Excel is required.
A semester-long study of topics in Businss Administration. Topics and emphases will vary according to the instructor. This course may be repeated for credit with different topics. See the details in the schedule for descriptions and applicability to graduation requirements.
How can managers use accounting information to help create and assess value in organizations? The course emphasizes three main areas: (1) understanding how an organization consumes resources and generates value, (2) using accounting information for decision making, and (3) using financial and nonfinancial information to assess organizational performance. Students will learn how to use the tools that facilitate better pricing, operating and investing decisions, including cost allocation, cost behavior and estimation, Cost-Volume-Profit analysis, incremental analysis, managing constraints, analyzing cash flows, and ratio analysis.
How do managers raise and invest the financial resources needed to support their organizations' activities? This course introduces students to the fundamental concepts and techniques of financial management in the modern business enterprise. Students completing the course will understand foundational finance concepts and will be able to use those concepts to make basic assessments about the value of an enterprise and its activities.
How do managers identify and meet the needs of customers, constituents, and clients? This course answers this question via the introduction of central concepts in marketing. The course acquaints students with how managers model the behavior and expectations of their customers, constituents, and clients, as well as how they steward the expectations and needs of those individuals via marketing interventions.
Successful professionals are able to work well on teams, communicate effectively, and have well-crafted plans to guide their careers. In this course, students build expertise working with teams on multiple oral and written assignments that increase in challenge and complexity. Students will explore professional career options, establish a career plan, and develop key tools for finding an internship. Key topics include understanding the business disciplines and associated career paths, resume and cover letter development, social networking, and professional communication development including oral and written communication on case analysis.
Introduction to the nature of entrepreneurship and the entrepreneurial mindset. Emphasis on identifying opportunities, generating creative ideas, and the process of scaling up sustainable organizations. Topics include: alternative concepts of entrepreneurship and social entrepreneurship; steps in new venture creation; introduction to entrepreneurial finance and marketing; new venture planning for both emerging and existing enterprises. Uses case studies, hands-on experiential teams, and exposure through guest speakers to successful entrepreneurs and to Willamette University and community resources for entrepreneurs.
The new world of work is driven by project work completed by teams. In this course, students will gain practical experience in initiating and managing projects efficiently and effectively. Student teams will work with real client organizations to complete a complex project. This course uses a structured curriculum with frequent feedback to teach key components of project management. Proper planning will be emphasized, especially in the early phases of a new initiative.
Students enrolled in this course participate in the International Collegiate Business Strategy Competition. This course provides students with a hands-on understanding of economic analysis and business management through business simulation models. Students in this course will manage a business in a computer-simulated industry. Participation in the course requires that students put into practice the tools of business and economic analysis they have acquired in other courses. This course does not count toward the Economics major or minor.
Student studies a topic, not available in regular course offerings, under the supervision of a full-time faculty member. Typically includes reading the relevant literature and completing an evaluative project such as a written exam or paper. Specifics of the project, including credits earned, are determined by the student and professor. Course is graded Pass/Fail.
The value realized from operations and the innovation stemming from manufacturing/service capabilities has increased substantially in recent years. As a consequence, overseeing the supply base and quality management practices have become critically important for firms in many manufacturing and service industries. This course will familiarize students with modern operations management theory and practice, more specifically, how to design and implement operations strategies, processes, structures and systems, and how to structure and manage plant operations to meet firms' supply needs. Additionally, management of physical resources, information systems in operations, and applications in various organizations will also be discussed.
Enterprises maintain a dynamic, interactive relationship with the communities in which they operate. Communities create rules, uphold social norms, and express ideological values that shape how enterprises function; enterprises, in turn, engage with the community to sculpt those sources of influence. Developing a coherent, planned approach to this community engagement constitutes an enterprise's nonmarket strategy. This course informs students about the theoretical constructs central to the development of nonmarket strategy, as well as the empirical patterns and trends relevant to designing nonmarket strategy. The course structures its line of inquiry by tracing how public issues emerge, attract community members' attention, and transform into tenets-ranging from public policies to social conventions-that govern the activity of enterprises. The course will pay particular attention to how changes in technology, social media, activism, and politics have shaped contemporary nonmarket strategy.
How can students translate the theoretical knowledge from business courses to the practical reality of professional level employment? This course provides the opportunity to navigate the hiring process, make valuable connections, in and outside Willamette, and gain confidence from real successes. Students will work with both Career Management and a faculty member to make progress towards their career objectives while earning credits towards the BSBA degree.To register for BUS 3904, students must have already obtained an internship and submitted an Internships for Academic Credit Agreement Form. This form -- as well as additional policies, procedures and information about registration for internship courses -- can be found at the following link: https://willamette.edu/offices/careers/jobs/intern ships-for-credit.html.
A semester-long study of topics in Businss Administration. Topics and emphases will vary according to the instructor. This course may be repeated for credit with different topics. See the details in the schedule for descriptions and applicability to graduation requirements.
Effective leadership is more crucial than ever in the current knowledge economy. Leaders must develop emotional and social intelligence, resonant relationships, and multiple leadership styles to successfully manage, lead and influence group and individual behavior and performance. In this course, students build essential competencies for leading within diverse organizational settings while honing their career plans and preparation for a full-time position after graduation. Students will learn leadership theories and applications, how to apply influencing strategies, and improve their career readiness and materials, including resume and cover letter, professional Linkedin profile, and interview skills.
A semester-long study of topics in Businss Administration. Topics and emphases will vary according to the instructor. This course may be repeated for credit with different topics. See the details in the schedule for descriptions and applicability to graduation requirements.
The capstone business class, integrating concepts and practices from core business classes, utilizing an organization-wide, strategic perspective, and examining the relationship among firm strategy, structure, and environment. The course emphasizes strategic analysis, strategy formulation, and strategy implementation to achieve sustainable competitive advantage. Corporate governance, corporate social responsibility, and business ethics are incorporated into the strategic perspective. Through readings, cases, presentations, in-depth group discussions and exercises, students will broaden their understanding and practice the art of strategic decision making.
This course provides the foundation and knowledge needed for global management and how to do international business. Operating internationally requires considering a broad range of variables and relationships. In this course we study the environment, markets, institutions, challenges, strategy, and operations of international and cross-cultural management. We examine the globalization of business and associated challenges posed for the competitiveness of the modern enterprise, as well as orientations, strategies, and tactics appropriate for global management success. We consider the balance between strategy and management that are integrated and global, versus responsive and multidomestic.
Studies the process of policy formation, as well as the tools and methods used to conduct policy analysis. The course examines a variety of policy areas of current interest. Students prepare position papers, diagnosing policy problems and evaluating alternative solutions in terms of their political, economic, legal, and administrative feasibility.
Introduce students to theory, principles and incorporating practice of corporate ethics, social responsibility and sustainability as internal dimensions of business, government and not-for-profit entities. Provide students with information and tools in order to consider, evaluate, incorporate and measure ethics, social responsibility and sustainability in internal working life (beyond academia), thus helping to ensure continued viability, organizational longevity, social license to operate, legitimacy, profitability and sustainable futures for private, public and not-for-profit entities. Course utilizes in-class exercises, examples, lectures and practice towards meeting these objectives.
Willamette University