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Cross-functional treatment of major activities of business, such as product design, distribution, production, and marketing. Description of specific tasks, via lectures and case studies, in support of major business activities. Interactions among various functional areas of business.

GEP Interdisciplinary Perspectives

Typically offered in Fall, Spring, and Summer

The course introduces non-Poole students to entrepreneurship, both its history and contemporary applications. This course will provide a base upon which students can become informed about the competencies that entrepreneurs need to develop, how entrepreneurs approach identifying, exploring, and implementing ideas, as well as the career path of entrepreneurs both pre- and post-graduation.

GEP Social Sciences

Typically offered in Fall and Spring

Presentation of material at the 200-level not normally available in regular course offerings, or offering of new courses on a trial basis. Course may be taken multiple times only if topic is different.

Typically offered in Fall, Spring, and Summer

Introduction to fundamental subfields, rules, and concepts of law that are regularly significant to business operations. Emphasis on the law of contracts, torts, property and intellectual property rights, business organizations, and agency. Includes principals of constitutional, administrative and criminal law in a business context, and issues of ethics, fiduciary duty, civil procedure and legal risk management generally. Credit is not allowed for both BUS 305 and ²Ñ±õ·¡Ìý305.

Typically offered in Fall, Spring, and Summer

Management practices to define, communicate, and implement ethical conduct in business organizations. Normative and applied analysis of current ethical dilemmas of corporations in free markets, techniques for effective management of corporate social responsibility, and formulation and implementation of ethics management programs. College of Management majors only.

Prerequisite: ²Ñ±õ·¡Ìý201

Typically offered in Fall and Spring

The course introduces non-Poole students to the contemporary entrepreneurship world, including essential entrepreneurship skills, principles of marketing, accounting, economics, finance, market research, opportunity identification and exploration, and opportunity implementation. This course will provide foundational concepts in the above areas and will help students to develop needed skills related to budgeting and finance, applications of technology, effective communications, leadership and teamwork and risk assessment.

GEP Interdisciplinary Perspectives

Typically offered in Fall and Spring

Introduction to planning, formation, and management of entrepreneurial ventures. Fundamental business concepts and managerial skills applied to entrepreneurial ventures. Course projects support experiential learning of critical skills. Some individual off-campus travel is required.

Typically offered in Fall, Spring, and Summer

Managing people is one of the most important functions in business. This course covers the essential principles for managing people in organizations. Topics include environmental influences on planning, recruitment, and selection; developing effectiveness and enhancing productivity; compensation and benefits; motivating employees; evaluating, training/learning, and developing employees; and strengthening employee-management relations.

Prerequisite:²Ñ±õ·¡Ìý201, Sophomore standing

Typically offered in Fall, Spring, and Summer

Survey of contemporary managerial applications for managing people in modern organizations. Topics include: motivation, group dynamics, team development, ethics, communications, organizational politics, leadership, power, organizational development, organizational design and structure. Current managerial issues include total quality management and technology management.

Prerequisite: 9 hrs. of social science or 6 hours of social science plus ²Ñ±õ·¡Ìý201

Typically offered in Spring only

This course is offered alternate years

Issues and management processes related to the identification of new business opportunities with emphasis on commercializing new technologies. Students will analyze and develop individual plans for commercialization of a new technology or other innovation. New venture formation is the primary focus, but the processes and skills students develop are relevant to new product introductions by existing firms.

Prerequisite: ²Ñ±õ·¡Ìý310 or both ²Ñ±õ·¡Ìý209 & ²Ñ±õ·¡Ìý309 together

Typically offered in Fall, Spring, and Summer

Managing a growth venture with emphasis on entrepreneurial planning in the dynamic context of rapidly growing ventures and the development of managerial skills necessary for successful leadership in high growth ventures. Fundamental concepts, issues and skills are taught through an integrated combination of readings, lectures, discussions, cases analyses, and applied project with a local venture. Students need to provide their own transportation to off-campus sites.

Prerequisite: ²Ñ±õ·¡Ìý310

Typically offered in Spring only

This course is offered alternate years

Financial planning for new ventures including financial reporting conventions and projection of critical financial amounts for new ventures. Introduction to fundamental accounting and finance concepts applied in the context of entrepreneurial ventures. Topics include projection of revenues, expenses, capital expenditures, cash flows, and balance sheet amounts; and the creation of pro-forma financial statements. Individual student projects integrate financial projections and pro-forma financial statements with the preparation of a complete business plan. Some individual off-campus travel is required.

Prerequisite: ²Ñ±õ·¡Ìý310 or (²Ñ±õ·¡Ìý209 and ²Ñ±õ·¡Ìý309)

Typically offered in Fall and Spring

Developing the business plan for a new venture and the entrepreneurial process of executing the first phases of new venture creation. Topics include idea conception, entrepreneurship, business planning, market research, entrepreneurial opportunitiesand strategies. Emphasis is placed on high growth business opportunities. The final deliverable is a complete business plan for a high growth venture and formal presentation of the plan to mock investors. Some individual off-campus travel is required.

Prerequisite: ²Ñ±õ·¡Ìý310 or (²Ñ±õ·¡Ìý209 and ²Ñ±õ·¡Ìý309)

Typically offered in Fall and Spring

Overview of important legal and regulatory issues facing entrepreneurs and start-up entities including legal structure of the organization, intellectual property protection, human resource requirements, product liability, and risk management.

Prerequisite: ²Ñ±õ·¡Ìý310

Typically offered in Spring only

Application of entrepreneurship skills and knowledge to plan a social entrepreneurial venture envisioned by the student. This course is a capstone course for the Minor in Entrepreneurship and the Concentration in Entrepreneurship. The deliverablesinclude an evaluation of the venture and a formal presentation including a summary of work completed and the implications of the work for each student's project. Students need to provide their own transportation to off-campus sites.

Prerequisite: ²Ñ±õ·¡Ìý410

Typically offered in Fall and Spring

Application of entrepreneurship skills and knowledge to plan an entrepreneurial venture envisioned by the student. The final deliverable includes an evaluation of the project and a formal presentation that includes a summary of the work completed and the implications of that work each student's project. Some individual off-campus travel is required.

Prerequisite: ²Ñ±õ·¡Ìý410

Typically offered in Fall and Spring

This course will impart cutting edge thinking on leading in team-based organizations including the organizational changes required to move to a team-based structure and the organizational factors required to create successful work teams.

Prerequisite: ²Ñ±õ·¡Ìý330

Typically offered in Spring only

Utilizing textbook, readings, lectures, and practitioner presentations, students will become familiar with Employee Relations. Concepts in maintaining positive employer-employee relationships to promote productivity, morale, motivation and engagement will be reviewed. The course will explore the history of labor unions and the regulations that impact present day domestic and international business. The course will review approaches to negotiations.

Prerequisite: ²Ñ±õ·¡Ìý330

Typically offered in Spring only

To maximize organizational performance, managers should address key components in successfully attracting, retaining, and motivating employees. Reward programs must be designed to ensure alignment with business objectives, motivate individual/team/business unit performance and successfully compete with outside forces in the ongoing competition for talent. This course will provide the underlying concepts and the latest practices of effective total rewards including employee relations, relationship management, and compensation and benefits programming to achieve business results. Students completing this course will gain a practical, comprehensive understanding of the complexities of work relationships and reward systems.

Prerequisite: ²Ñ±õ·¡Ìý330

Typically offered in Fall and Spring

The demands of leadership are not static or formulaic. Rather, leaders must adapt their styles to respond effectively in changing contexts. This course explores leadership in the context of today's rapid and often turbulent technological, social and environmental change. Throughout the semester, students will practice getting comfortable being uncomfortable as they explore complex and current issues affecting the future of work including AI, digitalization, globalization, flexible work modalities, and ways to navigate change across ambiguous organizational and national contexts. Students will learn how to positively and successfully leverage others to identify root-cause issues, manage risk, and address challenges.

Prerequisite: ²Ñ±õ·¡Ìý330

Typically offered in Fall and Spring

This course is offered alternate years

This course provides an overview of the fundamental skills and techniques used in internal and external consulting, equipping students with structured frameworks to diagnose business challenges, develop data-driven solutions, and effectively communicate recommendations. Through real-world case studies, hands-on exercises, and interactive consulting engagements, students will learn how to diagnose organizational issues, engage with stakeholders, and deliver recommendations that drive business performance.

Prerequisite: ²Ñ±õ·¡Ìý330

Typically offered in Fall and Spring

This course introduces methods for asking effective questions and bringing data and evidence to bear to make effective decisions and create competitive advantage. Various methods and analyses are helpful for managers to evaluate a variety of questions and issues. Students in this course will learn and apply statistical techniques to interpret organizational situations and inform decision-making. At the end of the course, students will be able to (a) develop and test research questions relevant to the organizational context; (b) critically evaluate quantitative information and illustrations they encounter; (c) perform common statistical analysis in Microsoft Excel, SAS, and/or R; and (d) present design, analysis, and evidence-based recommendations to business partners.

Prerequisite: ²Ñ±õ·¡Ìý330

Typically offered in Fall and Spring

This course examines the systems and processes associated with workforce planning, acquiring, onboarding, training and retaining talent. Students will learn how to design and evaluate these processes. Related topics will examine employee development, careers, mentoring, performance management, and succession planning.

Prerequisite: ²Ñ±õ·¡Ìý330

Typically offered in Fall and Spring

The technical and interpersonal skills necessary for consultants to be successful are complex and multidisciplinary. This class builds on ²Ñ±õ·¡Ìý436 and provides students the opportunity to be part of a consulting team that works with clients on real business challenges (problems and opportunities). Consulting teams will collect data and conduct analyses. Students will then use that information to build relevant and actionable recommendations to address identified challenges.

Prerequisite: ²Ñ±õ·¡Ìý330 and ²Ñ±õ·¡Ìý436

Typically offered in Fall and Spring

Comprehensive analysis of administrative policy-making from the point of view of the general manager. Integration of perspectives from marketing, finance, and other functional areas of management. Use of case analyses and written reports to develop decision making skills.

Corequisites: ²Ñ±õ·¡Ìý330, µþ±«³§Ìý320, µþ±«³§Ìý340, µþ±«³§Ìý360, µþ±«³§Ìý370, and (BUS/³§°ÕÌý350 or ST 305 or ³§°ÕÌý312 or ³§°ÕÌý370 or ³§°ÕÌý372), and (·¡±·³ÒÌý331 or ·¡±·³ÒÌý332 or ·¡±·³ÒÌý333)

Typically offered in Fall, Spring, and Summer

Presentation of material normally not available in regular course offerings, or offering of new courses on a trial basis.

Detailed investigation of topics of particular interest to advanced undergraduates under faculty direction on a tutorial basis. Credits and content determined by faculty member in consultation with Department Head. Individualized/Independent Study and Research courses require a "Course Agreement for Students Enrolled in Non-Standard Courses" be completed by the student and faculty member prior to registration by the department.

Typically offered in Fall, Spring, and Summer

This course is designed to help students with an engineering or scientific undergraduate degree understand the world of business. The class will cover key business functions including finance, marketing, operations, strategy, organizational behavior. Students will undertake a semester-long group project to design and plan for a new company or new product within an existing company. Restricted to students with an engineering, scientific, or other technical background.

Typically offered in Fall and Spring

This course is designed to equip you with the professional and career management skills necessary to obtain MBA-level employment. Through the activities and assignments in this course, you will: identify your values and how those influence you and your personal brand, recognize your interpersonal skills and how those influence relationships, learn your strengths and talents to maximize efficiency in your career and education, and demonstrate effective MBA-level job searching skills, including networking, branding, interviewing, and negotiation.

Typically offered in Fall only

This course focuses upon key business skills of rigorously analyzing a business situation, using a fact-based approach, then communicating that analysis to multiple audiences. Through repeated practice and feedback, students will develop effective oral presentation techniques including voice control, body language, and audience engagement in order to create compelling messages and visuals that translate analytical findings into actionable recommendations for decision makers.

Typically offered in Spring only

This course provides students a foundation for thinking through business issues from an ethical perspective. Students will advance their skills for recognizing and reasoning through ethical dilemmas in management, with an aim toward developing essential ethical traits including integrity, empathy, courage, fairmindedness,autonomy. perseverance, humility, and confidence in reason. Students will apply a structured, reasoned process for resolving ethical dilemmas, and will engage in personal reflection to continue to develop their intellectual traits.

Restriction: MBA Students Only

Typically offered in Fall and Spring

Managers spend much of their careers attempting to get things done while lacking either the formal authority or resources to assure success. This course is designed for students to learn science-based approaches to successfully influence others, including 'managing up' the organization (i.e., managing your manager).

Typically offered in Fall and Spring

This course will provide an opportunity to gain experience in the evaluation of leadership and, in particular, the impact of "toxic" or "destructive" leadership on followers and overall organizational performance. With increasingly VUCA (i.e., volatile, uncertain, complex, and ambiguous) environments, a more diverse workforce, and globalization, organizations are highly dependent on leadership to meet today's workplace challenges.

Typically offered in Fall and Spring

Leadership skills are highly valued in today's business environment. This is the capstone course for the Jenkins MBA Leadership Certificate. In other classes in the leadership series, students have learned what a successful leader is, what a successful leader does, and how a successful leader deals with contingencies in an effective way. In this class participants will review the Five Practices of Exemplary Leadership and select behaviors in their own leadership practice that need to be adjusted for stronger leadership performance. Students will then plan and execute a personal leadership challenge to address these behaviors. Course content includes a leadership assessment, lectures and readings, required participation in group coaching, periodic individual reflections, development of videos for leadership challenge proposals and testimonials, and a final paper that reflects on the student's journey through the leadership program and identifies plans for the future.

Prerequisite: ²Ñ±õ·¡Ìý530 or ²Ñ±õ·¡Ìý531 and ²Ñ±õ·¡Ìý532.

Typically offered in Fall and Spring

This course covers several key aspects of critical thinking and ethical decision making. It relies on lecture, readings, and case studies to develop students' understanding of different models that describe decision making grounded in critical thinking. Students will learn about the biases that may influence decision making and develop strategies to protect against these biases. Students will also study ethical traits and thought patterns in organizations in order to develop strategies of acting ethically, in addition to understanding the impact that inter-cultural processes may have on individual and organizational decision making.

Typically offered in Spring only

This course is about the fundamentals of leading people, a critical aspect of every management position and leadership role. The course will focus at three levels of analysis: the individual, the group and the organization. Students will gain exposure to topics and issues in the field of organizational behavior and human resource management. These include knowing about and dealing with individual differences, international and cultural issues, working in groups (both virtually and geographically co-located), motivation, leadership, organizational structures and cultures, change management, empowerment, delegation, communication, and management ethics. Restricted to MBA students. Students may not receive credit in ²Ñ±õ·¡Ìý530 and ²Ñ±õ·¡Ìý531/532.

Typically offered in Spring only

This two-credit course is designed for online MBA students and serves as the first part of the Leading People series. The Leading People series focuses at three levels of analysis: the individual, the group and the organization. In this series, students will gain exposure to topics and issues in the field of organizational behavior and human resource management. This part of the course series broadly covers key individual and group skills in the areas of organizational leadership, career development, and networking skills. This course also addresses values-based professional interactions, critical thinking, team-based decision-making, and communication skills. The course includes a residency component, requiring students to participate in team-based activities and assignments on campus over the course of three full days. Restricted to MBA students. Students may not receive credit in ²Ñ±õ·¡Ìý530 and ²Ñ±õ·¡Ìý531.

Restriction: Restricted to MBA students. Students may not receive credit in ²Ñ±õ·¡Ìý530 and ²Ñ±õ·¡Ìý531.

Typically offered in Fall and Spring

This two-credit course is designed for part-time and online students and serves as the second part of the Leading People series. The Leading People series focuses at three levels of analysis: the individual, the group and the organization. Students will gain exposure to topics and issues in the field of organizational behavior and human resource management. Content covered in this course includes dealing with individual differences, international and cultural issues, working in groups (both virtually and geographically co-located), motivation, leadership, organizational structures and cultures, empowerment, delegation, and management ethics. Restricted to MBA students. Students may not receive credit in ²Ñ±õ·¡Ìý530 and ²Ñ±õ·¡Ìý532.

Restriction: Restricted to MBA students. Students may not receive credit in ²Ñ±õ·¡Ìý530 and ²Ñ±õ·¡Ìý532. Prerequisite: ²Ñ±õ·¡Ìý531.

Typically offered in Spring and Summer

Course emphasizes ensuring that the organization benefits from inevitable conflicts that occur. It provides skills in diagnosis, negotiation, and building trust and cooperative working relationships in organizations.

Typically offered in Fall only

The course will cover the core concepts behind successfully acquiring, deploying and motivating talent to achieve organization competitiveness. Students will think strategically about company human assets, learn basic HRM concepts and then create practical solutions to typical HCM problems. At the end of this course, students will demonstrate a basic understanding of the topics of equal opportunity employment, diversity, recruiting and selection, performance evaluation, performance goal setting, performance coaching and feedback, competitive compensation and benefits, fair discipline and termination processes and strategic talent management and succession programs.

Typically offered in Fall only

This three-credit course is about leading teams in today's dynamic environments, a critical aspect of every management position. The course will focus on three levels of analysis: the individual, the group, and the organization.

Restriction: MBA Students Only

Typically offered in Fall, Spring, and Summer

Leading effectively in a technology firm requires quickly adapting to a rapidly changing environment. Whether you are currently in a leadership role or aspire to one, this class will provide the opportunity for you to explore relevant work environment issues. We will explore a wide range of current leadership trends and issues in technology firms, including motivating change with social networks, employee engagement (psychological contracts and perceived organizational support), burnout and work-family balance, generational differences, myths about personality tests, diversity, and the Great Resignation.

Typically offered in Fall and Spring

This course is designed for aspiring entrepreneurs and innovators eager to explore the complex landscape of starting and growing a new venture outside and inside an existing organization. The curriculum is structured to take students through a thorough journey, beginning with personal development and team building, continuing through critical elements of venture creation such as market analysis and strategic planning, and culminating in the practical application of these concepts through presentations and the development of a final new venture report. Students will explore their personal entrepreneurial strengths and weaknesses, focusing on elements driving change within themselves and in the context of other stakeholders. They will then acquire technical and market analysis knowledge, gain insights into product and market-led innovation, and engage in exercises to clarify market needs, problems, value propositions, and customer pain points.

Prerequisite: Graduate standing

Typically offered in Fall, Spring, and Summer

Application of the process-based model for new business startups to multiple clients. Emphasis is placed on data gathering, data analysis and data interpretation in the context of evaluating opportunities for new business. Students work in teams on a variety of projects with technology commercialization clients such as Wolfpack Investment Network and Office of Technology Commercialization and New Ventures.

Typically offered in Fall and Spring

Innovation and Creativity in all aspects of business activities are keys to maintaining a sustained competitive advantage. In this course, you will be exposed to perspectives from economics, organizational theory, general management, and strategy to understand the fundamental nature of innovation and creativity and how the two processes can be best unleashed in an organizational setting.

Prerequisite: Graduate standing

Typically offered in Fall and Spring

This course is designed to provide MBA students with foundational knowledge and insights on family business management.

Restriction: MBA Students Only

Typically offered in Fall only

First course in a two-course entrepreneurship sequence focusing on opportunities for technology commercialization. Evaluation of commercialization of technologies in the context of new business startups. Emphasis is placed on creating value through technology portfolio evaluation and fundamentals of technology-based new business startups. This includes development of value propositions and strong technology-product-market linkages. The process based approach is appropriate for new business startup as well as entrepreneurship in existing organizations through spinoffs, licensing, or new product development.

Typically offered in Fall and Spring

Continuation of evaluation of technologies for commercialization through new business startups. Emphasis is placed on creating value through strong technology-products-markets linkages using the TEC algorithm. Topics include industry and market testing of assumptions, legal forms of new business startups, funding sources and creating a quality, integrative new business startup plan.

Prerequisite: MIE/²Ñ³§·¡Ìý576

Typically offered in Fall and Spring

Immersion in the activities of opportunity exploitation. Students work in groups to plan and execute the launch of a new value creating entity. Strategy formulation and strategy implementation for a new business startup. Includes all aspects of value creation for success as a new venture.

Restriction: Instructor approval required

Typically offered in Fall and Spring

Inspired by the university teaching hospital model, the NC State Entrepreneurship Clinic is a place where students, faculty, entrepreneurs, and service providers go to teach, learn and build the next generation of businesses in Raleigh. Each person in this class will take on the role of "Clinic Lead" managing groups of undergraduate students working with clients of the NC State Entrepreneurship Clinic during the semester developing ideas, evaluating options, and providing insights to emerging ventures.

Typically offered in Fall and Spring

Process-based approach to creating high value in existing organizations by understanding strategy formulation and implementation. The approach also will reapplied to entrepreneurs in new venture startups as well as organizations managing innovation and technology changes. Emphasis is placed on learning by applying these processes to existing organizations through strategic management and to new business startups through entrepreneurship. Restricted to MBA students.

Typically offered in Fall, Spring, and Summer

Driving Strategic Change gives you a practical toolkit to lead strategic change from middle and senior management roles. You'll master change management strategies and discover how power works in organizations to drive results. This course helps you apply rigorous frameworks and reliable tools to execute your next strategic initiative with confidence and real results.

Restriction: MBA Students Only

Typically offered in Fall, Spring, and Summer

Business processes and strategies across the global BioSciences value chain, including the R&D realities, product life cycles, key elements of product discovery and development, intellectual property, regulatory trials, government approval, production, sourcing, logistics, sales, marketing and customer service. The complete value chain of a new biotechnology-based product.

Typically offered in Spring only

Exploration of unique environment in which biotechnology research is conducted and resultant drugs and products are sold. Legal restraints affecting pharmaceutical marketing and reimbursement options; regulatory issues; pre-clinical research. Laws limiting or affecting pharmaceutical and biomedical marketing Ethical issues in the research and marketing processes.

Typically offered in Fall only

This class provides the opportunity to learn about business consulting and be part of a consulting team, helping real clients with real business challenges and market opportunities. Students will help their client organization by understanding a problem, conducting analyses, and suggesting relevant, actionable steps that clients can take to become more competitive or achieve important goals. Projects will deal with creative, complex, risky, and ambiguous issues involved in developing new products/services, serving new markets, achieving quality standards, or creating new business models in an enterprise setting.

Restriction: MBA Students Only

Typically offered in Fall, Spring, and Summer

Presentation of material not normally available in regular courses offerings or offering of new courses on a trial basis.

Typically offered in Fall, Spring, and Summer