Technology is at the center of many valuable marketing tools and practices. For example, marketers commonly use social media, such as Twitter, Youtube, Facebook, and Instagram; and with various technologies, new approaches and principles have emerged, such as permission marketing and inbound marketing. New types, and increased amounts, of data associated with consumer use of technologies has made marketing analytics vital to effective decision making and performance diagnostics and evaluation (e.g., ROI). It is extremely important for marketers to understand how to effectively use these technologies, leverage new approaches and principles, and understand how to analyze and leverage associated data.

Introduction to marketing; survey of topics relevant to comprehensive study of marketing. Emphasis on describing the marketing process and on stressing the implications of these activities for society.

This course is designed to be highly integrative in that students use knowledge and tools from all functional areas of business to develop a "whole organization" perspective. In addition, they integrate by examining these functions within the context of business and societal environments, such as the competitive, political/legal, socio-cultural, technological, and economic. Furthermore, they integrate and further develop general education knowledge and skills, such as written and oral communications in each course assignment. Finally, the course includes a highly sophisticated online Capstone Simulation "game" whereby students (in teams of four) put their knowledge and skills obtained in all UMass courses and even life experiences into practice by operating a company over an 8-year period and competing with other firms (other teams of students). Students conduct professional business meetings, make professional presentations, and prepare strategic plans for their "simulated" companies. Satisfies the Integrative Experience requirement for BBA-Acctg, BBA-Finan, BBA-OpInfo, BBA-Mgt, and BBA-Mktg majors.

The social, political, technological, and ethical issues confronting contemporary managers and the modern corporation including business-government relations and corporate social responsibilities

This course provides a broad view of entrepreneurship. Topics include the business plan, raising money for a new venture, assessing the riskiness of new businesses and the unique management challenges of startups.

Overview of organizational behavior, operations management, and strategy/entrepreneurship. Topics include: Behavioral background of formal organizational life, organizational design, integrating factors in collective behavior, organizational change, systems analysis, techniques of decision making and control, the organization and its environment, and the nature of management theory. Topics grouped in modules of organizational behavior, operations management, and strategy/entrepreneurship. Prerequisite: junior standing.

Overview of organizational behavior, operations management, and strategy/entrepreneurship. Topics include: Behavioral background of formal organizational life, organizational design, integrating factors in collective behavior, organizational change, systems analysis, techniques of decision making and control, the organization and its environment, and the nature of management theory. Topics grouped in modules of organizational behavior, operations management, and strategy/entrepreneurship. Prerequisite: junior standing.

The time value of money; valuation of financial securities; allocating capital; an introduction to risk and risky decision making; the financing decision of the firm; financial statement and working capital management; more special topics include mergers and acquisitions, and international finance. Prerequisite: ACCOUNTG 221

An overview of fundamental accounting concepts, so that a company?s balance sheet and income statement may be read and understood. The course will explain how performance is tracked and offer insight into basic financial statement analysis and interpretation of results. The course will also explain how accounting records support internal decision making and walk through some relevant decision scenarios. In addition, the use of accounting records to coordinate and motivate employee action will be demonstrated.

Managerial accounting for non-accountants. Focus is on the use of accounting information to improve planning and control activities in business enterprises. Topics include determining the costs of products and services, assessing product and project profitability, and budgeting and monitoring costs and profits. Prerequisite: ACCOUNTG 221.