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Course Descriptions
Core Courses
EM 501
Management of Organizations
3 semester credits
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This course explores issues dealing with individual behavior
in work organizations. The major goals of the course are to
learn various approaches to motivation, leadership, and
team-building, and to illustrate how and when those
approaches are appropriately used. A key focus of the course
is on team management skills and how to organize groups for
maximum effectiveness, motivate group members, and promote
and reward team success.
EM 505
Financial For Technical
Systems
3 semester credits
-
Today, it is nearly impossible for an engineer to perform
without considering the financial implications of the design,
manufacture, construction, sales, and the company strategic
plan. Traditional accounting and financial decision making
are not always helpful to the engineer who needs to cut
through the paper work and get to the bottom line. As a
result, engineering and cost accounting are usually at odds
with each other. A smart approach to finance, its
implications to technical processes, and financial management
of the technical firm are needed and are covered in this
course.
E M 508
Legal Concepts
for the Engineering and Technical Manager
3 semester credits
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Provides the career technical or engineering manager with a
general understanding and knowledge of business law and the
legal environment. The course covers generally the laws of
the constitution, contracts, sales, business organizations,
agency and employment, property, torts, crimes, government
regulation, government contracting, and litigation.
EM 517
Simulation
Modeling
3 semester credits
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The stochastic nature of complex systems makes them
frequently too difficult to solve with traditional analytical
methods. This class in systems simulation teaches how to
describe, represent, validate, and experiment with models of
various types. Students test various generic models and
create their own discrete simulation using state-of-the-art
software.
E M 520
Construction Project Management for Technical Managers
3 semester credits
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Construction Project Management for Technical Managers
primarily
addresses the issues of
planning, organizing, and managing projects f
rom start (the proposal) to finish (project
closeout), utilizing the latest construction industry
practices for project
management, for both commercial and government clients.
E M 522
Supervision and Leadership
3 semester credits
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Supervision for engineering and technology
managers is a study of the role of the supervisor and the
dimensions of effective supervision.
Human relations, leadership, counseling, motivation,
communication skills, problem solving, and decision making
are all covered.
The primary goal is to introduce the fundamentals of
supervisory management and provide practical advice on how to
handle real-life, on-the-job situations.
The course will cover terminology necessary for
business and professional communication; planning and
organizing; staffing, training, motivation theory and
practice; appraisal and counseling of trouble employees; and
managing a diverse work force.
EM 526
Constraints Management
3 semester credits
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This course introduces the student to the Theory of
Constraints. Students learn the formal analysis techniques
that find the limiting factor in any system. Students learn
to clearly identify the goal and necessary conditions that
must be met to achieve success in the system. Students learn
to think logically and formulate cause and effect
relationships that define the system. They learn to
differentiate between the many annoying problems that exist
the system to find the core problem or root cause of the many
negative effects. Students learn how to find breakthrough
injections that open the way for solutions that eliminate the
conflict that has always prevented the core problem from
being solved. They also learn how to break down the obstacles
that prevent near impossible tasks and how to cause change to
occur within the system.
EM 530
Applications of Constraints Management
3 credits
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Every system can be characterized as a chain of interlocking
activities or a network of interlinked events. The operation
or productivity of such a linkage is limited by its weakest
link. Constraint Management has a broad application for a
variety of management problems. The Theory of Constraints
provides powerful tools for finding the problem, creating
breakthrough solutions, planning the implementation. This
course focuses on proven solutions generated from applying
the Theory of Constraints to a large number of real world
problems. The proven solutions offer innovative, successful
solutions superior to previous methods. While EM 526,
Constraints Management teaches how to create your own
breakthrough solution for your own environment, this course
focuses on hot to implement previously discovered solutions
in your environment.
EM 540
Operations Research for Managers
3 semester credits
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Applying linear, integer, goal programming; network
optimization; queuing analysis; dynamic programming;
simulation; Markov analysis; and forecasting to engineering
management decisions are covered in this course. In the
engineering professions, we are intimately familiar with
mathematical models of physical systems. The majority of
engineering design work is based on the application of these
models and extending them to managerial and business systems.
The models of operations research represent a collection of
mathematically-based models that help the manager make
rational decisions. This course introduces a number of models
that are effective in solving certain classes of managerial
problems. Students will learn how to apply these tools to
various representative sample problems. The tools include
linear programming, network models, scheduling models,
integer and goal programming, dynamic programming, stochastic
models, decision theory, queuing models, digital simulation
and inventory systems. The course also discusses how models
are integrated into decision support systems, heuristics, and
expert systems.
EM 545
Technical Decision
Analysis
3 semester credits
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Decision analysis provides engineers a structured discipline
for describing, analyzing, and finalizing decisions involving
uncertainly. Individuals and organizations make decisions
every day. Almost all decisions involve some uncertainty
about the outcomes of the decisions and future conditions.
Most people handle this uncertainty in intuitive ways.
Research has confirmed that intuition is miserably unreliable
in accessing the influence of this uncertainty on the
outcomes of current decisions. Decision analysis provides a
structured discipline for describing, analyzing, and
finalizing decisions involving uncertainty.
E M 555 Enterprise Resource
Planning
3 semester credits
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This course uses lecture and simulation to
focus the flow of quality, timely products and cooperative
supply chain operations and planning
EM 560 Integrated Supply Chain Management (Formerly
Manufacturing and Operations Design and Strategy)
3 semester credits
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Every organization has internal supply chains, and links to
external suppliers and customers.
Interlinking organizations span the spectrum from raw
materials to finished products and services in the hands of
the consumer.
The supply chain extends even to final disposition of
the commodities we consume from concept to grave.
The structured dependency of such chains, the
uncertainty of forecasts and systemic delays are amplified as
individual links in the supply chain try to optimize their
performance.
Even minor changes in the market can cause wild swings in
economic performance.
Modern operation theories and information systems hold
the promise of stabilizing some of the variability by
providing visibility along the whole supply chain.
Additional control and operational performance factors
are needed to provide a complete solution.
This course examines the strategy and tactics of
supply chain management to include “how to” techniques to
implement, measure and reward the individual links in the
supply chain.
EM 564
Project Management
3 semester credits; Prerequisite basic statistics
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The use of projects and project management continues to grow
in our complex society. Project management differs from more
traditional organizational management because most projects
are one-time, extremely focused efforts. Time, money, people,
and other resources must be managed extremely well to achieve
success, yet there is usually only one chance to do it right.
This course will examine technical tools, (CPM, PERT, Cost
and Schedule Control Systems), behavioral issues, and
considerations of organizational structure. The objective of
the course is to help students understand the strengths and
pitfalls of project management. The ultimate goal is to
improve the effectiveness of the students at all levels of
project management: from project selection and chartering at
the highest managerial levels, to day-to-day skills for the
project manager, and meaningful contribution and
participation for project team members.
EM 565
Systems Engineering Management
3 semester credits
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The design, manufacture, and operation of complex systems
presents a major challenge for today's managers. These
systems, encumbered schedule and cost constraints while
pushing the state of the art technology, demand new tools for
project planning, organizing, controlling. This course is
designed to assist students in knowledge essential for the
management of new and modified complex system development
EM 566
Systems Engineering Analysis and Planning
3 semester credits
EM 570
Quality Management
3 semester credits
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Overview of the total field of quality, including strategic
quality management programs, quality assurance, quality
control, and product design reliability. The purpose of the
Quality Management course is to provide the technical manager
with an overview of the total field of quality. The subjects
addressed throughout the course are: statistics of quality,
quality cost, quality improvement, world class quality,
design for quality, vendor relations, Japanese manufacturing
concepts, process control and capability, measurement
systems, customer relations, product safety and liability,
quality assurance, product design reliability, and strategic
quality management. This is an application-oriented course
and interrelationship between the various topics of quality
management will be reviewed in case studies, readings and
class discussion. Further investigation and a research
project will be required of each student.
EM 575
Performance Management in Technical Organizations
3 semester credits
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Management of high technology organizations; planning,
measurement, and human factors in improving high technology
organizations; productivity, motivation and performance
systems. This course addresses the management of high
technology engineering process based on the seven key
dimensions: effectiveness, efficiency, quality, productivity,
quality of work life, innovation, and profitability. The
course is tailored to engineers. A critical element of the
course is measurement and includes human performance
management which is currently of interest in many engineering
and high technology organizations. It addresses development
of closed-loop measurement and control systems designed to
provide information at the source of variation within the
system, from an engineering and engineering management
perspective. This course is to provide students a current
view of philosophies and methods for engineering
organizational improvement of high technology processes.
Students will understand strategic and tactical planning
methods to refine engineering organizational objectives and
to measure achievement of the objectives on seven key
engineering dimensions.
EM 580
Quality Control and Reliability Design
3 semester credits
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Quality improvement analysis for process and product quality;
statistical process control, capability studies; acceptance
sampling concepts; reliability models for prediction and
testing. This course addresses statistical methods as used in
quality analysis; modeling process and product quality. It
covers statistical process control; control charts and
introduction to process capability studies. Traditional
acceptance sampling, process sampling and sampling for
quality audit; QC curves, sampling tables are included. The
basic concepts of reliability; definitions; failure models,
reliability prediction, estimation and apportionment are
covered as well as failure data analysis. Product design,
development and production; design review, product testing.
The final components are maintainability measures and
prediction and preventive maintenance scheduling. The
objective of this course is to strengthen and improve the
ability of engineering managers in detail theory and the
design of quality control systems and techniques of quality
control and to utilize reliability considerations in
engineering design.
EM 585
Quality Engineering Using Experimental Design 3 semester
credits
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Design of quality into products and processes using design of
experiments including robust/parameter design and tolerance
design techniques. Design of experiments is a systematic and
efficient method of design optimization for performance,
quality and cost in quality engineering. Statistical quality
control improves the product and/or process quality for a
given design. This course examines the design in order to
acquire a better product/process quality. Other names for
this include robust design, parameter design, or Taguchi
Techniques. This course is to give engineers a current
understanding of the techniques and applications of design of
experiments in quality engineering design.
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EM 590
Design for Manufacturing
3 semester credits
Various techniques to identify opportunities for improvement
and development of a comprehensive product design will be
explored. Key issues and competitive product development and
design optimization will include topics such as: quality
function deployment; design for assembly and product variation;
failure modes and effects analysis; reliability/serviceability,
concurrent engineering; statistical process control, six sigma
process and flexible process selection; tolerances design;
rapid prototyping; design and development management issues;
reducing part cast with DFM; DFM team building and training.
EM 591 Strategic Management of Technology and Innovation
3 semester credits
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This course focuses on the concepts, techniques, and
processes of management with direction and purpose. The
perspective we take is that of the manager responsible for
the long-term health of the enterprise. The use of technology
for competitive advantage, and the interaction of technology
with other strategic variables are central themes of the
course. The objective of the course is to understand both the
formulation of strategic decisions and the management of
strategic processes; therefore we will be dealing with
analytical, behavioral, and creative aspects of
management--frequently simultaneously. This class is to
be taken in the final semester(s) of the program.
STAT 430
Statistical Methods in
Engineering
3 semester credits
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Engineering and technical managers are often confronted with
problems and dealing with CERTAINTY and UNCERTAINTY. Basic
analysis and design theory fits the first type of problem
when initial design concepts are considered. However, when
implementation and use is considered, then the second type of
problems emerge. Statistical Methods in Engineering deals
with this second type of problem and with decision making.
The course assumes no background in statistics. Students
learn to read and interpret statistical literature and to
apply basic statistical methods in evaluating data.
EM 702
Master's Special Problems, Directed Study and/or Examination
2-4 semester credits [By arrangement only.]
Graduation fee raised to $50 on August 1.
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Option I. EM 702 Project
Guidelines
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This non-thesis written project and oral presentation will
showcase student learning and skills. The multidisciplinary
nature of engineering management education is significantly
addressed as students form teams to research on-the-job
solutions. The project allows students to synthesize their
knowledge and understanding. To be taken final two semesters.
Please note, the final semester for the project option may
NOT be taken during summer term.
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Option II. Comprehensive written examination taken the
final semester.
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Questions will cover material from core requirements, but
responses should reflect an integrated approach. . Not
to be taken in conjunction with any transfer semester
credits.
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