2234. The Entrepreneurial Journey

Interdisciplinary introduction to entrepreneurship; evaluating benefits and risks, assessing opportunities, and considering entrepreneurship as part of academics and career.

View Classes »

2236. Content Entrepreneurship

The development of sustainable and monetizable content-driven businesses and exploration of entrepreneurial opportunities within the content media sector, including podcasting, blogging, and videography. Emphasis on creating a comprehensive business plan that covers market analysis, audience segmentation, content strategy, digital tools, and monetization models; the legal considerations specific to content creation; and strategies for scaling and sustaining a content business. Students engage in hands-on projects, collaborative problem-solving, and reflective practices to refine their entrepreneurial approach.

View Classes »

2240. Mastering Creativity and Innovation

Students improve their creative problem-solving and leadership skills in a way that fosters creativity and innovation in others – integral skills for the constantly changing business world. Engagement in a variety of experiential activities designed to help understand first-hand the situations which are most likely to add creative value when working on complex and/or loosely defined open-ended problems. Topics include the basic features of creativity and innovation processes and practical applications for how to facilitate, manage, and evaluate creative ideas and innovations in a work setting. Open only to business students.

View Classes »

3101. Managerial and Interpersonal Behavior

Topics covered include individual work motivation, interpersonal communications in organizations, team building and group processes, leadership, decision-making, and understanding and managing workplace diversity. Classes will emphasize interpersonal and leadership skill-building through the inclusion of exercises which rely on active participation of class members.

View Classes »

3225. International Business

Fundamental concepts and theories of international business and develop an awareness of international political, economic, and cultural issues. Students will examine the opportunities and challenges in the global economy, understand the strategies and behaviors of multinational enterprises, and gain basic knowledge of international trade and investment operations.

View Classes »

3234. Opportunity Generation, Assessment, and Promotion

A hands-on experience in opportunity development, exposing students to three distinct modules. The first, creativity and innovation, stimulates the flow of ideas. The second, feasibility analysis, runs these ideas through a comprehensive assessment framework. The third module, getting the first customer, focuses on the initial sales and marketing process needed to get the idea off the ground.

View Classes »

3235. Venture Planning, Management, and Growth

An exposure to multiple facets of starting and managing new ventures in a very hands-on fashion. The course involves an integration of business skills that are required for preparing and pitching new business plans.

View Classes »

3236. Managerial Negotiations

Explores the broad spectrum of negotiation problems faced by business people and complements the technical and diagnostic skills learned in other courses at UConn. The goal is to help students understand the theory and processes of negotiation so that they can negotiate successfully in a variety of settings. A basic premise is that the manager needs analytic skills as well as interpersonal skills to effectively negotiate. Will allow you the opportunity to develop these skills experientially and to understand negotiation in useful analytical frameworks. Emphasizes in-class role-playing as a learning tool and topics covered include: diagnosing negotiation situations, planning negotiations, dealing with agents, multi-issue negotiations, multi-party negotiations, ethical considerations in negotiation, and global negotiations.

View Classes »

3237. Managing Human Capital

An introduction to the human resources function and related strategic and tactical elements and activities. The course covers a broad range of employee life cycle topics from the perspectives of the HR professional, manager, employee and organization. Topics may include staffing, development, rewards and recognition, employee engagement, performance management and career planning. Students will explore the relationships between human capital management and strategic business outcomes.

View Classes »

3238. Leading Teams and Organizations

Prepares students with practical leadership skills to lead high-performing, successful teams and organizations. It is a combination of theoretical reading and practical application to: a) equip students with cutting-edge management knowledge and theory about self-leadership, team leadership, and the leader's effect on organizational behavior, and b) provide students with opportunities for in-depth self-examination of skills, attitudes, and behaviors to increase self-awareness of leadership competencies and develop them into more effective leaders. Drawing on key management and leadership theories, students will learn to make effective decisions, motivate and influence others, facilitate team collaboration and teamwork, managing diversity and conflicts, lead for creativity and innovation, and initiate and implement change to help your team and organization thrive in today's dynamic, competitive, and global marketplace. The course uses a variety of teaching methods including cases, video, simulations, discussions, and exercises to enrich student learning.

View Classes »

3239. Managing a Diverse Workforce

Examines issues related to managing an increasingly diverse workforce. Diversity in the workplace may result from differences in individual characteristics such as gender, race, ethnicity, national origin, and physical ability/disability. Diversity-related issues with management implications to be examined include personal identity, recruitment and selection, work group interactions, leadership, career development and advancement, sexual harassment, work and family, accommodation of people with disabilities, and organizational strategies for promoting equal opportunity and a positive attitude toward diversity among all employees.

View Classes »

3500. Technology Innovation and Entrepreneurship

An integration of the best business and engineering principles and practices. Identification of customer need, development of technical solution and financial viability. Collaboration between School of Business and School of Engineering, teaching product design process combined with business principals required for any viable startup and enterprise. Experiential nature of course will enable students to go through process of conceiving of a new product, building an MVP, developing a business model and business plan, and testing the market. Students will learn the art of successful pitching and presenting business models to successful entrepreneurs. Taught with ENGR 3500.

View Classes »

3501. Technology Innovation and Entrepreneurship II

The product design process combined with business principles required for a viable technology-based startup and enterprise. Students will take proof-of-concept designs from ENGR or MENT 3500 to the point of further iterating a minimum viable product for field testing, with a heavy focus on physical prototyping. Development of a testable business model, successful business pitch strategies. Students will present their business model to entrepreneurs and potential customers. Taught with ENGR 3501.

View Classes »

3741. Foundations of Venture Capital

This course introduces students to venture capital investing, one of the primary ways that early-stage entrepreneurial firms acquire funding for growth. This interdisciplinary course requires no prior knowledge and seeks to nurture interest and enthusiasm for venture capital investing and entrepreneurship. Students learn the structure of the venture capital industry, how venture firms operate, and key components of venture deals. The course helps students assess whether participation in Hillside Ventures – UConn’s student-led venture investing fund might be part of their UConn career.

View Classes »

3742. Venture Investment Sourcing and Analysis

Students learn to apply venture investment concepts and tools by engaging in real venture investing as part of Hillside Ventures – UConn’s student-led venture investing fund. The course teaches students skills for sourcing potential deals, communicating with founders, and completing multi-faceted analyses of each opportunity. Students learn from industry experts and build their own network of founders, investors, and topic experts to support their hands-on skill development.

View Classes »

3882. Professional Practice in Management or Entrepreneurial Consulting

Structured, team-based field work in management or entrepreneurial consulting. Team performance will be assessed and supervised by faculty with professional consulting experience. Students will be selected to enroll in this course through a competitive application process. Students taking this course will be assigned a final grade of S (satisfactory) or U (unsatisfactory).

View Classes »

3982. Professional Practice in Entrepreneurial Business Development

Training, mentorship, resources, and networking opportunities to facilitate the launch of their own ventures or transition a creative/innovative idea into a business start-up. Performance will be evaluated on the basis of an appraisal by the faculty supervisor and a detailed written report or a presentation by the student. Students will be selected to take this course through a competitive application process. Students taking this course will be assigned a final grade of S (satisfactory) or U (unsatisfactory).

View Classes »

4292. Venture Consulting

Application of small business management concepts to a consulting project in an on-going small business in Connecticut. Students will be required to take examinations on course content and submit a report on the consulting project.

View Classes »

4741. Advanced Venture Investing

This course strengthens students’ understanding of what constitutes a quality venture capital investment opportunity through their role in Hillside Ventures – UConn’s student-led venture investing fund. Members in this class lead teams through the venture investment cycle including sourcing investment opportunities, evaluating growth potential, completing due diligence assessments, and developing and finalizing deal terms.

View Classes »

4742. Leading a Venture Fund

These students lead in all phases of managing a student-led venture capital fund including designing processes and structures for making high quality investments, leading student peers, and communicating with external constituencies.

View Classes »

4881. Internship in Management

Provides students with an opportunity for a supervised internship relevant to one or more major areas within the Department. Students will work under the supervision of one or more professionals in the specialty in question. Student performance will be evaluated on the basis of an appraisal by the field supervisor and a detailed written report submitted by the student. Students taking this course will be assigned a final grade of S (satisfactory) or U (unsatisfactory).

View Classes »

4893. Foreign Study

Special topics taken in a foreign study program. Consent of Department Head required, prior to the student's departure.

View Classes »

4895. Special Topics

Classroom course in special topics in management as announced in advance for each semester.

View Classes »

4899. Independent Study

Individual study of special topics in management as mutually arranged between a student and an instructor.

View Classes »

4900. Strategic Management

This capstone business course provides an integrative view of managing the various functional areas of an enterprise to achieve sustainable competitive advantage in the marketplace. Students will develop skills to analyze both internal and external organizational environments and formulate and implement strategies at both business and corporate levels, especially under conditions of uncertainty. The course emphasizes the role of top management in enhancing firm performance as it relates to both short-term and long-term goals.

View Classes »

4902. Strategic Management

This capstone business course provides an integrative view of managing the various functional areas of an enterprise to achieve sustainable competitive advantage in the marketplace. Students will develop skills to analyze both internal and external organizational environments and formulate and implement strategies at both business and corporate levels, especially under conditions of uncertainty. The course emphasizes the role of top management in enhancing firm performance as it relates to both short-term and long-term goals

View Classes »

4997. Senior Thesis in Management

Preparation of a thesis for one or two credits and the development and presentation of that thesis to the department in the following semester for two or three credits. Minimum of three credits required to graduate with Honors.

View Classes »