management doctoral handbook

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DOCTORAL STUDENT HANDBOOK

Ph.D. in Business AdministrationArea of Management

Texas Tech UniversityRawls College of Business Administration

2006 - 2007

Last updated: October 20, 2006

(Note: This document should be read in conjunction with, and as a supplement to, the RawlsCollege of Business Administration doctoral student handbook which is available from theRawls Graduate Services Center.)



TABLE OF CONTENTS

I. Introduction .............................................................................................................................. 4 I. Table 1: Bloom’s Taxonomy........................................................................................... 5

II. Student Advising ..................................................................................................................... 8

III. Overview of Requirements .................................................................................................... 8

a. Foundational Knowledge, Skills and Competencies....................................................... 9 1. Leveling courses ......................................................................................................... 92. Mathematics Competency Requirement ..................................................................... 9

b. Research Skills................................................................................................................ 9 c. Analytical Tools ............................................................................................................ 10

1. Other Statistical/Methods Courses Recommended................................................... 10d. Management as a Major ............................................................................................... 11

1. Management Core..................................................................................................... 112. Management Specializations .................................................................................... 11

e. Supporting Fields.......................................................................................................... 12 1. Research Methods Supporting Field......................................................................... 122. Entrepreneurship ....................................................................................................... 123. Health Organization Management ............................................................................ 124. Organizational Behavior and Leadership.................................................................. 13

f. Colloquium in Management Research (MGT 6380)..................................................... 13 g. Milestones in the Program........................................................................................... 14

IV. Qualifying Exam and Specialty Field Paper ..................................................................... 14

a. Qualifying Exam ........................................................................................................... 14 1. Requirements for Taking Qualifying Exam.............................................................. 152. Qualifying Exam Calendar ....................................................................................... 153. Qualifying Exam Process.......................................................................................... 15

b. Specialty Field Paper.................................................................................................... 16 1. Specialty Field Paper Committee.............................................................................. 172. Specialty Field Paper Process ................................................................................... 17

V. Dissertation Components and Options ............................................................................... 17

1. Traditional Dissertation Proposal................................................................................ 18 2. Three Paper Dissertation Proposal.............................................................................. 18

a. Proposal Format ........................................................................................................ 19 b. Prospectus Defense ................................................................................................... 20c. Dissertation Format................................................................................................... 21d. Dissertation Defense ................................................................................................. 22

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I. Table 1: Bloom’s Taxonomy

Benjamin Bloom created this taxonomy for categorizing level of abstraction of questions thatcommonly occur in educational settings. The taxonomy provides a useful structure in which tocategorize test questions, since professors will characteristically ask questions within particular

levels, and if you can determine the levels of questions that will appear on your exams, you will be able to study using appropriate strategies.

Competence Skills Demonstrated

Knowledge • observation and recall of information• knowledge of dates, events, places• knowledge of major ideas• mastery of subject matter • Question Cues:

list, define, tell, describe, identify, show, label, collect, examine,tabulate, quote, name, who, when, where, etc.

Comprehension • understanding information• grasp meaning• translate knowledge into new context• interpret facts, compare, contrast• order, group, infer causes• predict consequences• Question Cues:

summarize, describe, interpret, contrast, predict, associate,distinguish, estimate, differentiate, discuss, extend

Application • use information• use methods, concepts, theories in new situations• solve problems using required skills or knowledge• Question Cues:

apply, demonstrate, calculate, complete, illustrate, show, solve,examine, modify, relate, change, classify experiment, discover



I. Table 1 (continued). Bloom’s Taxonomy

Analysis • seeing patterns• organization of parts• recognition of hidden meanings• identification of components• Question Cues:

analyze, separate, order, explain, connect, classify, arrange,divide, compare, select, explain, infer

Synthesis • use old ideas to create new ones• generalize from given facts• relate knowledge from several areas• predict, draw conclusions• Question Cues: combine, integrate, modify, rearrange, substitute, plan, create,

design, invent, what if?, compose, formulate, prepare, generalize,rewrite

Evaluation • compare and discriminate between ideas• assess value of theories, presentations• make choices based on reasoned argument• verify value of evidence• recognize subjectivity• Question Cues:

assess, decide, rank, grade, test, measure, recommend, convince,select, judge, explain, discriminate, support, conclude, compare,summarize

*From Benjamin S. Bloom Taxonomy of educational objectives Published by Allyn and Bacon, Boston, MA. Copyright© 1984 by Pearson EducationAdapted by permission of the publisher.

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We expect students to progress through the program from year to year by systematically refiningtheir critical thinking skills. More specifically, we expect students to develop progressivelyhigher levels of critical thinking skills along the lines summarized below.• The primary focus for a student during the first year in the program is devoted to acquiring

knowledge and comprehension of the content area through doctoral seminars, researchassistantships, and teaching opportunities, with some application of this knowledge through

research assistantships and statistics/methods seminars.• By the end of the second year, a student is expected to have achieved a basic knowledge and

comprehension of the content domain, and to have shifted focus to the application of thatknowledge and the development of higher levels of critical thinking including analysis,synthesis and evaluation. While seminars, research assistantships, and teaching and reviewingopportunities continue to serve as means of developing these critical thinking skills, other mechanisms are added to the mix, including directed studies, a field paper, comprehensiveexaminations, and preliminary work laying the foundations for a dissertation.

• By the end of the third year, a student should have completed a comprehensive exam and basic course work, and gained additional competence with respect to critical thinking skills;

attention then shifts to further developing higher level skills through directed studies, aspecialty field paper, scholarly papers that are submitted for publication, additional research(e.g., reviewing) and teaching activities, and dissertation work.

• By the end of the fourth year, a student is expected to have mastered the content domain of hisor her choice and to have more fully developed higher level thinking skills (i.e., analysis,synthesis and evaluation) through work on a high quality dissertation, as well as throughcontinued scholarly contributions as a research assistant and teacher.

A visual representation of the critical thinking skills we strive to impart to doctoral students,along with many of the program components available for their development, is provided inAppendix 1.

As the preceding discussion suggests, the goal of our doctoral program is to use a wide array of pedagogical and socialization methods to systematically transform entering students intomanagement scholars capable of performing at the highest levels of their craft. Through this

process, it is expected that as a graduate, you will produce a scholarly record of research andteaching that will allow you to successfully compete for academic appointments at peer institutions. Of course, a key assumption upon which your future success will be based is thatyou will assume ownership for your own program learning and recognize that you are ultimatelyresponsible for developing and applying the critical thinking abilities initiated and refined here.Hence, the Management Doctoral Program at TTU is designed to empower you, and to facilitateyour growth and maturation as a management scholar. Your success in the program willultimately depend on your ability to utilize the rich array of faculty and institutional resourcesavailable to help you blossom as a scholar capable of making original and valuable intellectualcontributions to the field. So, while your time in the program may indeed unfold as a long andoften unfamiliar trip, we also believe you will find it to be an exciting, engaging, andempowering journey with a most rewarding destination – a career as a management scholar whois fully capable of discovering and disseminating knowledge to others through independentcritical thinking.

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II. Student Advising

The student is initially advised by the Management Doctoral Advisor. As soon as possible after beginning coursework (but no later than the end of the student’s first year), the student shouldselect a Management faculty member to serve as his/her advisor. A committee of Managementfaculty may be chosen, but one of these individuals should be designated as the Primary Faculty

Advisor. The student will develop a Degree Plan with his or her Primary Faculty Advisor andfile it with the College’s Graduate Programs Office by the end of their fist year.

III. Overview of Requirements

An overview of the requirements for the PhD in Business Administration with a major inManagement is provided in Appendices 2 and 3. The requirements summarized in theseappendices will be detailed in this handbook [together with the Rawls College of Business(RCOB) doctoral handbook available from the Graduate Service Center].

A minimum of 20 courses (60 semester credit hours) beyond the bachelor’s degree and basicstudies in business (as described below in the “leveling courses” heading) is required for thedoctorate. Required course work covers analytical tools, Management as a specialization, and atleast one supporting field. Twenty-four (24) hours must be taken in residence during a 12 month

period. Work from a master’s degree may be counted toward the required 60 hours, if approved by the appropriate Doctoral Advisor for the area in which the student seeks credit. At least 30hours must be taken in residence at TTU. There is no foreign language requirement.

A student must take 24 hours in a 12 month window. This requirement can be split up betweenthe regular semesters and the summer semesters in a number of ways – 9/9/3/3 or 9/12/3/0, for example. If a student has a teaching position in the summer, she or he must register for at leastthree hours in the semester she or he is teaching.

Once a student is admitted to candidacy, that student must enroll in BA 8000 until finished. If obtaining financial aid, this may mean enrolling for at least six hours a semester.

The specific components of the Management Doctoral Program can be divided into fivecategories:

1) The development of foundational knowledge, skills and competencies2) The development of the doctoral student as a researcher 3) The development of the student’s abilities to use quantitative and economic tools of

analysis4) The development of expertise in Management as the student’s major area of

specialization5) The development of expertise in at least one supporting field.

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a. Foundational Knowledge, Skills and Competencies

The first program component is designed to ensure that incoming doctoral students have thenecessary foundational knowledge, skills and competencies to succeed in the program. To do so,students with a limited background in business education are required to take “leveling courses”,and all admitted students must fulfill a mathematics competency requirement.

1. Leveling coursesStudents accepted into the Ph.D. program with previous degrees in disciplines other than

business must initially complete (or be waived from) 18 hours of basic studies in businesscourses (leveling work). These are the same courses as those required for Rawls College of Business Administration (RCOB) masters students without undergraduate business degrees.These courses are not counted toward the required 60 hours. The leveling courses are:

• ACCT 5401 Financial and Managerial Accounting• FIN 5320 Financial Management• ECO 5310 Price and Income Theory• MKT 5350 Marketing Foundations• MGT 5371 Managing Organizational Behavior • BLAW 5290 Legal, Regulatory and Ethical Environment of Business• ISQS 5345 Statistical Concepts for Business and Management

2. Mathematics Competency RequirementTwo exams test the student’s competency in research relevant skills: 1) calculus; and 2) linear algebra. The exams are two to four hours long. Each is written and graded by the DoctoralCompetency Committee and administered by the Graduate Programs Office. A grade of 80% or

better is necessary to pass the exam. The detailed policies and procedures concerning thecompetency exams are found in the RCOB doctoral handbook. Exams are given in August andJanuary. You must take the examination or complete the class(es) during the first year of enrollment in the doctoral program.

Depending on a student’s prior coursework, a student who feels that he or she is not prepared for an exam should enroll in a corresponding preparatory course. A grade of B or better in thecourse would substitute for the exam:

• MATH 1331 Introductory Mathematical Analysis• MATH 2360 Linear Algebra

The competency exam must be passed before a student can take the qualifying exams in the

major or minor field.b. Research Skills

The second component of the doctoral program concentrates on the student’s development as aresearcher. Every effort is made to develop scholars with the perspective and capacity to pursuesignificant research in their fields of interest. Research skills and experience are enhancedthroughout the program by a faculty/doctoral student colloquium each semester (see p.14),additional research oriented courses (including a research methods support field, see pp.13), and

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seminars and ongoing research with faculty members. Students are encouraged to increase their exposure and contact with the professional community by attending and presenting papers at

professional meetings. The Area of Management Coordinator will try to provide financialsupport for participation in professional meetings whenever possible.

c. Analytical Tools

The third component in the doctoral program is directed towards assuring that the student has theability to use quantitative and economic tools of analysis. Three courses (9 semester hours) areincluded in the student’s degree requirements to provide this background.

• ISQS 5347 Advanced Statistical Methods• Economics (6 hours)

- ECO 5311 Advanced Macroeconomic Analysis OR - ECO 5312 Advanced Microeconomic Analysis OR - An upper division undergraduate economics course if approved by the

Management Doctoral Advisor • MGT 6315 Current Management Issues (Organizational Economics)

A student can take either ECO 5311 (Advanced Macroeconomic Analysis) or ECO 5312(Advanced Microeconomic Analysis), or an upper division economics course (with approval of the Management Doctoral Advisor), plus MGT 6315 (Organizational Economics) to fulfill the 6hour economics requirement. A student’s previous economics coursework or an economicsrelated seminar may also be substituted for ECO 5311 or ECO 5315 with approval of theManagement Doctoral Advisor.

1. Other Statistical/Methods Courses Recommended • ISQS 5349 Regression Analysis• ISQS 6348 Applied Multivariate Analysis

Other statistical/methods courses in the RCOB• ISQS 6347 Advanced Experimental Statistics• MKT 6353 Marketing Theory (Philosophy of Science) OR

BA 7000 Philosophy of Science• BA 7000 Systems Dynamics

Statistical/methods courses outside the RCOB• COMS 5305 Qualitative Research• ECO 5314 Econometrics• IE 5342 Design of Experiments• POL 5381 Research Design in Political Science• POL 5383 Advanced Quantitative Research Methods in Pol. Science• POL 5382 Data Analysis in Political Science (SPSS Techniques)• PSY 5347 Advanced Correlational Methods and Factor Analysis• PSY 5380 Experimental Design• SOC 5394 Research Methods in Sociology• SOC 5331 Field Research Methods in Sociology

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• SOC 5332 The Research Organization• SOC 5334 Quantitative Methods

d. Management as a Major The fourth program component consists of a major field specialization in Management. Thelevel of competence required in the major is that of a scholar concentrating in the field and

contributing to its progress through research. This implies a broad knowledge of the field of Management and its literature and a detailed understanding of current research in a specific sub-area of Management.

The course work a student takes in Management covers both a Management core and aspecialization within Management (details on the core and specialization are provided below.)Students should work with their faculty advisors in their chosen specialization to tailor coursework in Management to meet their objectives and interests.

1. Management Core

All Ph.D. students majoring in Management are expected to have adequate familiarity with basicareas within Management. These are defined by the following core courses:

• MGT 6375 Advanced Organizational Behavior • MGT 6392 Advanced Organization Theory• MGT 6395 Advanced Strategic Management

2. Management Specializations

Ph.D. Students majoring in Management, with the consent of their faculty advisors, may design aspecialization consistent with their interests. Normally a student will take four courses (12hours) in a specialization beyond the three core courses (9 hours) to prepare for qualifyingexaminations. This must include a readings/research course (BA 7000) with the faculty advisor.The actual number of courses taken will reflect the formal background needed for an individualstudent to be prepared for qualifying exams and dissertation research. The courses will besupplemented by an ongoing reading program designed with the consent of the student’s facultyadvisors. Examples of specializations include:

• Entrepreneurship• Health organization management• Organizational behavior and leadership• Organization theory• Strategic management• Some other combination of the above

Course descriptions are available in Appendix 2.

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e. Supporting Fields The RCOB doctoral program requires (1) a major field, (2) a first supporting field. Hence, thefifth, supporting field component of the Management doctoral program requires students tocomplete course work in at least one support field. That is, in addition to the Management coreand specialized courses, Management majors will complete 9-12 hours (3-4 courses) in asupporting fields. A second supporting field may also be taken in a related area outside the

College of Business Administration such as economics, psychology, or public administration.

With the permission of the Management Doctoral Advisor, prior graduate coursework may beused as the second support field and additional coursework in that support field may be waived.

1. Research Methods Supporting FieldA special research methods support field is also available. This support field is designed to

provide the student with even more highly developed analytical and research skills. This supportfield complements the required research skills and analytical tools courses. For a 9 hour supportfield, the recommended courses are:

• MKT 5355 Research Design (or equivalent)• MKT 6355 Theory Testing (or equivalent)• ISQS 5349 Regression Analysis (or equivalent)

Note: It is recommended that ISQS 5347: Advanced Statistical Methods be taken before MKT5355 and that ISQS 5349: Regression Analysis should be taken before or simultaneously withMKT 5355: Research Design.

Note: It is recommended that ISQS 6348: Applied Multivariate Analysis be taken at the sametime or prior to MKT 6355: Theory Testing.

2. EntrepreneurshipThis 12 hour supporting field is available to Management majors who wish to establish aspecialty area in entrepreneurship. Students focusing in this area will select a program fromcourses in the fields of cognitive and social psychology, economics, finance, law, marketingand/or other approved courses. Additional information on this support area is available from theHance Chair in Entrepreneurship.

3. Health Organization ManagementThis may only be a second support field for doctoral students majoring in Management becauseit consists primarily of Management courses rather than those from other supporting areas. Thissupport field focuses on the management of health care organizations; as such, it is a field whereManagement research is applied to a specific type of organizational context. This 12 hour support field is recommended for those students who anticipate conducting Managementresearch on health care organizations.

The courses include three of the following:• MGT 5306 HOM I: Medical Aspects• MGT 5307 HOM II: Managed Care Organizations

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• MGT 5308 HOM III: Medical Groups and Ambulatory Care• MGT 5309 HOM III: Current Aspects in Health Care• ECO 5337 Health Care Economics• PUAD 5334 Health Care Policy and Administration

Plus, students should enroll in:•

BA 7000 Individual Research: Health Organization Management(To be taken with an HOM Faculty Member from the Area of Management)

4. Organizational Behavior and LeadershipThis 12 hour supporting field is available to Management majors who wish to establish aspecialty area in organizational behavior and leadership. Students focusing in this area willselect a program from the courses listed below, and/or other approved courses.

• MGT 5372 Leadership and Ethics• COMS 5302 Intercultural Communication• COMS 5303 Communication in Small Groups• PSY 5326 Human Motivation: A Social Psychological Approach• PSY 5327 Seminar in Social Cognition• PSY 5331 Small Group Behavior • SOC 5303 Seminar in Contemporary Sociological Theory• SOC 5320 Social Psychology: Symbolic Interactionism

Plus, students should enroll in:BA 7000 Individual Research: Seminar in Leadership Theory and Research(To be taken with a Leadership Faculty Member from the Area of Management)

f. Colloquium in Management Research (MGT 6380) The joint faculty/doctoral student Colloquium in Management Research (MGT 6380) is intendedto give the doctoral student additional exposure to Management-related issues, substantiveresearch and research methods and to enhance student/faculty interaction, joint research and

publication. It is also intended to provide professional socialization for doctoral students.Finally, it is to help expose all members of the Area to new ideas from each other and guestspeakers.

The specifics of the Colloquium are these:

1. Each doctoral student enrolls each long semester for the Colloquium while in residence.2. Credit for the Colloquium does not count toward other doctoral requirements, but it does

meet the Area of Management’s colloquium requirement for doctoral students.3. The Colloquium is taken in addition to the student’s regular load and is not intended to

substitute for regular coursework or to slow progress in the student’s overall doctoral program.

4. Faculty are encouraged to attend as often as possible

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g. Milestones in the Program A summary of the major milestones in the Management Doctoral Program and expectedorganizational citizenship behaviors is provided below.

Course Work Organizational Citizenship

Year 1 Two MGT Core Seminars Take classes, meet all facultyComplete Math Requirement Develop research interestComplete leveling courses Submit paper at regional meetingISQS 5347: Advanced StatisticsBA 5395: Practicum in Higher EdParticipate in Research Colloquium(MGT 6380)

Attend Teaching, Learning &Technology Center (TLTC) workshops(if available)Teach or TA class (if available)

Year 2 Complete MGT Core Seminars Finish classesISQS 5349: Regression Analysis (or equivalent)

ISQS 6348: Applied MultivariateAnalysis (or equivalent)MKT 5355: Research Design (or equivalent)Participate/present in ResearchColloquium (MGT 6380)

Have multiple projects with severalfaculty members

Submit paper to national meetingSuccessfully pass comprehensive exams

Year 3 Complete all coursework Complete Specialty Field Paper Defend dissertation proposal prior or Academy of Management MeetingParticipate/present in Research

Colloquium (MGT 6380)

Have paper under review at a journal

Year 4 Complete dissertation Interview for post-graduation positionRegister for BA 8000Participate/present in ResearchColloquium (MGT 6380)

Paper receives revise and resubmit at journal

Successfully defend dissertation prior tothe end of Summer II session

IV. Qualifying Exam and Specialty Field Paper

a. Qualifying Exam Coursework is intended to help prepare the student for an intensive qualifying examinationwhich is taken when coursework has been completed. To prepare for the Qualifying Exam, thestudent is expected to go beyond courses through intensive self study of the research literature.The Qualifying Exam is composed of two components. The first is composed of a set of generic,discipline based questions relating to the Management as a field, as well as questions on researchmethods. The second is composed of questions pertaining to the student’s particular area of

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specialization (e.g., Entrepreneurship, Health Organization Management, Leadership,Organizational Studies, Strategic Management, etc.).

Ph.D. students should schedule their qualifying exam by informing the Management DoctoralAdvisor of their intention early in the semester in which they propose to take the exam. Examswill normally be administered in the Fall and Spring semester. They can, however, be scheduledin the summer if sufficient numbers of graduate faculty are available. It is the student’sresponsibility to contact members of the Qualifying Exam Committee (see below) to ascertainthe members’ expectations on the exam.

1. Requirements for Taking Qualifying Exam

In order for a student to be eligible to take a qualifying exam in the Area of Management, certainrequirements have to be met, as described below:

a) Successfully pass (or have waived) the linear algebra exam b) Successfully pass (or have waived) the calculus examc) Completion of MGT 6375: Advanced Organization Behavior (B or better)d) Completion of MGT 6392: Organization Theory (B or better)e) Completion of MGT 6395: Strategic Management (B or better)f) All requirements must be met the semester before you can register for the examg) Form “Program for the Doctoral Degree” must be completed, signed by your

advisor, and submitted to the Rawls College Graduate office (see appendix “C”,RCOB Doctoral Handbook).

2. Qualifying Exam CalendarBelow is a sample of register dates and exam dates. Dates change each year, but the examsgenerally occur at the same time annually during the third week of March, July and October. For a specific year, please check with the Management Doctoral Advisor.

Register Date Exam DateFebruary 10 March 21June 2 July 20September 15 October 19

3. Qualifying Exam ProcessThe process by which the qualifying exam will be composed, administered, and evaluatedconsists of the following steps.

a. A Qualifying Exam Committee will be appointed by the Area Coordinator on anannual basis. b. The charge of this committee is to: (1) ascertain if the student has met the qualifying

examination requirements; and (2) facilitate the transition in critical thinking from“knowledge, comprehension, and application” to “analysis, synthesis, andevaluation”.

c. A sufficient time before an exam is scheduled, the Qualifying Exam Committee willcall a meeting of all faculty who have participated in the student’s education to date

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(through seminars, independent studies, research assistant assignment, etc.), todiscuss and decide what members of this group will submit questions for the exam.

d. The Qualifying Exam Committee will select questions from the set submitted andcoordinate the construction, scheduling and administration of the exam.

e. After the administration of the exam, all Management Graduate Faculty will beinvited to grade the exam, submit their assessments, and (if submitting suchassessments) attend a meeting to give input to the Qualifying Exam Committeeregarding its charge (described above).

Normally, students will be provided with 10 hours over two days (five hours per day) tocomplete the Qualifying Exam. Any deviations from this format will be communicated to thestudent within two weeks of his/her requesting specific dates for the written exams.

Under normal circumstances, the Qualifying Exam Committee will evaluate the written examswithin two weeks of completion of the exams.

Each question will be graded utilizing the following scale:

1 2 3 4 5Very poor

(fail)Pass Excellent

(high pass)

The Qualifying Exam Committee will be responsible for making an overall assessment of thestudent’s performance on the exam. Committee members will communicate this to the studentafter they have had the opportunity to deliberate their findings. If the committee determines thatthe candidate has not performed satisfactorily on the overall exam, then it may recommend thatthe candidate:

a) Take an oral exam b) Take a take home examc) Retake portions of the examd) Write a paper e) Enroll in some specific course to correct deficienciesf) Undertake some other exercise wherein s/he can demonstrate his/her competence

The Qualifying Exam Committee will have the necessary authority to recommend anyassignment seen as appropriate. The Qualifying Exam Committee will also be responsible for evaluating the student’s performance on this assignment and making a final decision on whether the student has successful completed the exam.

b. Specialty Field Paper All Area of Management doctoral students are required to complete an original research paper inan area of specialization (e.g., Entrepreneurship, Health Organization Management, Leadership,Organizational Studies, Strategic Management, etc.). Students must conduct research that

produces an empirical paper that merits submission to an A+A rated journal from the RCOBJournal List prior to proposing their dissertation. In addition, at least one Management GraduateFaculty Member must consider the paper of sufficient quality to include his or her name as an

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author, with the student listed as the first author. The research can either be original (collectingnew data) or use an existing data set. The idea (research question) must be original. Although itis acceptable for the paper to extend research previously submitted for course credit, the researchconducted and summarized must extend substantially extend the prior work. After the studenthas completed the research paper and has met the quality standard as determined by the research

paper committee, the student will present her or his research to Area of Management faculty.

1. Specialty Field Paper CommitteeA Specialty Field Paper Committee with three or more members will be formed consisting of thecandidate’s Primary Faculty Advisor and two other members selected by agreement between thePrimary Faculty Advisor and the Management Doctoral Advisor (or Area Coordinator ininstances where the Management Doctoral Advisor is the candidate’s Primary Faculty Advisor).The Specialty Field Paper Committee will be coordinated and chaired by the candidate’s PrimaryFaculty Advisor.

2. Specialty Field Paper ProcessTo complete a Specialty Field Paper students must follow the process outlined below.

a) Complete all coursework requirements b) Pass the Core Comprehensive Examc) Identify in conjunction with the Primary Faculty Advisor two additional members for the

Specialty Field Paper Committeed) The student will propose original research as follows:

(1) Conduct a literature review(2) Collect some original data(3) Complete all of the data analysis(4) Write the paper

e) The committee will approve the paper for presentation to the Management GraduateFaculty when the members agree that the paper merits submission to an A+/A rated

journal from the RCOB Journal List (note submitted, not accepted).f) The student schedules a date for the presentation at least three weeks in advance at a timewhen the majority of Management Graduate Faculty will be available to attend. Copiesof the paper will be distributed to area graduate faculty at least three weeks in advance of the presentation date.

g) The student presents the paper to the Management Graduate Faculty who will provideinput and suggestions for further improvements. The Specialty Field Paper Committeewill meet to decide which of these recommendations must be addressed by the student.To successfully meet the research paper requirements, the student must address thechanges/refinements requested by the committee to the satisfaction of its members.

V. Dissertation Components and Options After successful completion of all qualifying exam/specialty field paper requirements, thestudent is admitted to candidacy for the Ph.D. degree and forms a Doctoral DissertationCommittee with whom s/he works to design and conduct the dissertation. The dissertationrepresents the culmination of the doctoral program in which the student learns and demonstratesthe ability to conduct independent research.

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The Doctoral Dissertation Committee should be selected as early as possible during the student’sstudies. A committee chair is typically chosen before the completion of course work once thestudent has identified an area of interest. The committee chair may be of assistance in refining atopic, suggesting potential committee members, and establishing a time line and structure for thedissertation. The committee must include a chair plus two additional members from ManagementGraduate Faculty, plus one Graduate Faculty Member from outside the area.

Doctoral students vary with respect to their background, research interests, and areas of expertise. The TTU Doctoral Program in Management is purposefully designed to be flexibleand provide students with options that play to their strengths. Such flexibility is built into thecurriculum where students are provided with the opportunity to select courses that enable them tospecialize in a particular research area of interest to develop there expertise. In addition,flexibility is built into dissertation requirements, where students have an opportunity to choose

between two options: a) a traditional dissertation and b) the three paper model for a dissertation.

The specific components of the two dissertation options are described in detail below. Additionaldetails describing the policies and procedures governing the dissertation phase of the doctoral

program is provided in the RCOB Doctoral Student Handbook.

1. Traditional Dissertation ProposalThe student must present and defend successfully a formal proposal for the dissertation before

beginning the dissertation research. The dissertation must be consistent with the proposal and beof publishable quality, giving evidence of original and significant investigation which results in acontribution to the body of knowledge in the field of Management. Specific requirements for asuccessful proposal defense include:

a) Identify a dissertation chair and assemble of a Doctoral Dissertation Committee.With permission of the dissertation committee, schedule a proposal defense at leastthree weeks in advance on a date and at a time when the majority of ManagementGraduate Faculty are available to attend.

b) File the required paperwork with the RCOB Graduate Services Office.c) Distribute the dissertation prospectus to the dissertation committee members at least

3 weeks in advance of the defense date.d) Defend the dissertation prospectus to the satisfaction of the committee members.

2. Three Paper Dissertation ProposalThe Area of Management offers the option of completing a sequence of three research papersinstead of the traditional dissertation. The three-paper model for completing the dissertationshould be considered for three basic reasons. First, the creation of publications provides thestudent with the greatest latitude in future career choices. Second, the process of creating andsubmitting collaborative publications should be an integral part of the doctoral experience.Third, producing peer-reviewed publications is the standard metric of academic achievementamong business research disciplines. Some topics and approaches lend themselves more readilyto the traditional dissertation model, however.

In terms of specific requirements, Items a) to d) above in the Traditional Dissertation Sectionalso pertain to the three-paper dissertation model. The student is expected to work with thedissertation committee to decide if the three paper format is desirable and logical given the topic

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and the plan to study the topic. Once this decision is made, the student develops a written

prospectus and schedules a proposal defense. After the proposal is approved at the defense, thestudent proceeds to complete the work. The three papers generated through this process should

be conceptually related, complimentary, and prepared for submission to an A+/A rated journalfrom the RCOB journal list. At least two of the papers should be empirical, with the option of developing one high quality theoretical paper.

a. Proposal FormatThe following structure and length is suggested:

1) Abstract (250 words or less): The abstract should provide a succinct and brief stand-alone summary of the background and rationale for undertaking the three papers in thedissertation, the significance of these studies to the field(s), and the methods and study

populations to be used.

2) Background and Significance (not more than 3 pages): Provide a brief backgroundand describe the scientific disciplines and theories relevant to the research problems or questions to be addressed. Highlight the significance of the proposed research inaddressing these research problems or questions.

3) Literature Review (pages as appropriate): Include relevant literature published to dateon the research area to be studied and a more in depth review of the literature specific tothe research questions to be addressed by the three papers. Include literature on thetheoretical bases or frameworks for the proposed studies, if applicable. List definitions or terminology when needed. Include statistics in the literature with subsections whenneeded. At the conclusion of the review, highlight the significant gaps that have beenidentified in the existing literature.

4) Research Questions (1-2 pages): (Optional section. These questions will also beincluded in the three paper abstracts in the next section) Statement of the researchquestions to be addressed or problems to be solved in the three papers and how they fillthe gaps in the literature. This may also be stated as a set of hypotheses to be tested toanswer the research questions.

5) Methods (pages as appropriate): Include outlines for each paper. These outlines mightcontain for each study , as appropriate: 1) Background, 2) Study Objective, 3) DataSources/Study Setting including recruitment strategy for primary data collection or qualitative studies, 4) Data Collection/Extraction procedures as relevant (if primary dataare collected include survey instruments, sampling plan, pilot testing, laboratorytechniques, focus group techniques, and/or power analysis as appropriate. If acomprehensive or systematic literature review is to be done, outline inclusion/exclusioncriteria and search methods), 5) Study Design including research model, variables, testsof validity and reliability, statistical or other analytical or qualitative methods used, 6)Plan of analysis and timeframe for completion of paper. 7) Potential implications of findings; 8) Target journals; and 9) Key Words. The committee chair may require moredetail in the methods section. Alternate methods of presentation may be appropriate if

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your methods are overlapping between papers. The student should consult with thechair prior to preparing the prospectus.

6) References: The references should be prepared consistent with Academy of Management, American Psychological Association, or other applicable style guidelines, depending onthe targeted journal.

7) Annex (optional section): Draft of one or more papers of the dissertation. Draft of papers is not required for prospectus defense but if a student has completed a preliminarydraft, it should be included with the prospectus.

All dissertation research and included papers must be initiated after the student’s admission tothe doctoral program and conducted under the supervision of at least one member of thedissertation committee. In consultation with the dissertation committee, students may requestinclusion in the dissertation, revised or expanded versions of papers written as part of prior coursework. The student may not seek research help from committee members for work to becompleted for a course and all requirements of a course must be completed under the direction of the course faculty.

Part of doing the three paper model is to give the student experience in determining co-authorship and collaborative expectations. Before defending the three paper model prospectus,the student would identify authors and the position of authorship and consult with her or his chair about the recommendations for authorship orders and responsibilities. As a general rule, thestudent should be the first author on all the papers included in the dissertation. Exceptions to thisrule should be discussed with the student’s committee prior to commencing work. If either thestudent or a committee member’s role on a paper changes significantly, the authorship list may

be modified to reflect the changed levels of involvement of coauthors. Membership or chairshipin a dissertation committee does not necessarily imply co-authorship of the papers drafted for thedissertation. Authorship of a paper requires that the faculty member(s) has made a substantial,direct, intellectual contribution to the work.

b. Prospectus Defense

The prospectus defense is an oral presentation of the written work and defense of the proposedresearch methods before the student’s dissertation committee and guests. All dissertations in theArea of Management have open invitations within the RCOB for students and faculty. Thestudent may choose to invite guests outside the college.

The defense should not be scheduled until all of the student’s committee members are satisfied

that the prospectus is adequately prepared. This typically requires numerous drafts withfeedback from the chair and at least two drafts with other committee members. The studentshould ensure that sufficient time is allowed to support this collaborative process. The studentshould fully address any committee member concerns prior to the defense.

Scheduling a mutually convenient time for the defense is the student’s responsibility. Thedefense should be scheduled at time when preferably all committee members are available. If this is impossible, not more than one member should be unavailable and not more than one

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modifications or new information that was adopted during the course of the research. Thefollowing chapters are added to the prospectus content for a dissertation format:

1. Findings and Discussion2. Conclusions and Recommendations

In the three paper model, these sections are very brief and will refer to the attached papersincluded in the appendix. If desired, summary information may be provided as well as anyunpublishable findings. Journal submission dates and peer review progress of these submissions(under review, in revision, accepted, or published) should be included as applicable.

d. Dissertation Defense

The dissertation defense should not be scheduled until the student’s committee members aresatisfied with the dissertation draft or the three completed paper drafts. It is in the student’s bestinterest to allow adequate time for all committee members to read the dissertation, providefeedback, act on their feedback and ensure that they are satisfied with the changes prior toscheduling.

Note that there is a calendar deadline each semester (check with the RCOB Graduate ServicesOffice) for the last date to submit a dissertation before graduation. All revisions and editorialchanges must be signed off by the committee prior to this date. Students should consider thiswhen scheduling a defense date. The defense should be scheduled at time when preferably allcommittee members are available. If this is impossible, not more than one member should beunavailable and not more than one committee member may attend via telephone. If one member will be absent from the defense, unanimous approval of the prospectus from committee members

present is needed.

Notice of the defense must be given to the Management Doctoral Advisor and RCOB GraduateServices Office a minimum of 3 weeks prior to defense. This requires a memo from the

dissertation committee chair providing the dissertation topic, list of committee members, dateand location of defense. The memo must be accompanied by a copy of the dissertation and anabstract.

A similar process is followed as described for the prospectus defense. The presentation willtypically recap the research question(s), and methods and then reveal findings and conclusions.

The committee may make one of four decisions regarding the dissertation: accept as presented,accepted with minor changes, accepted with significant revisions, or not accepted and the studentcan no longer continue in the doctoral program.

Most students require at least minor changes. It is the student’s responsibility to complete thesechanges and obtain their committee’s approval. This must be completed before the student can be certified for graduation.

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VI. Management as a Doctoral Minor or Supporting Field Doctoral students from other programs in the RCOB or from other programs within in theUniversity may elect Management as a supporting field or a minor with the approval of their respective doctoral advisors. Students taking Management as a minor or supporting field mustwork with the Management Doctoral Advisor or the Management faculty members on their

advisory or dissertation committee to develop a coherent set of courses consistent with their background and objectives. Course work may either emphasize one of the managementspecializations (e.g., Entrepreneurship, Health Organization Management, OrganizationalBehavior and Leadership, Strategic Management) or constitute an overview of the field of management.

a. Qualifying Exams for Management as a Support Field (RCOB Ph.D. Students)

As per RCOB guidelines, a support field for Ph.D. students consists of 9-12 hours of graduatework in a particular area. The qualifying exam for Management as a support field will consist of a six hour written exam based on the specific courses that the student has selected. Normallyexam questions will be solicited form the faculty members from which the student has takencourses. If a particular faculty member is unavailable, the questions will be based on the coursecontent. The student will be responsible for informing the Management Doctoral Advisor of thespecific course content. This can be done by providing a syllabus of the course.

The exam will be administered by the RCOB Graduate Programs Office on the day designated by that office. It is anticipated that these exams will be graded by those faulty members whohave participated in writing the questions for the exam. If any other graduate faulty member desires to grade all or portions of the exam, they will have the opportunity to do so. The gradingscale discussed previously will be used. In order to pass the exam, the student should obtain anaverage passing grade across all questions and rates. There is no oral exam.

b. Qualifying Exams for Management as a Minor (Non-RCOB Doctoral Students)

The Gradate School specifies that a doctoral student needs to have 15 hours of graduate coursesoutside his/her major to constitute a minor. A minor in RCOB involves 15 graduate credits,including leveling work, in one of the following areas:

• Accounting (including Taxation)• Business Statistics• Finance (including Banking)• Management• Management Information Systems• Marketing• Operations Management

A comprehensive, qualifying exam must be passed. This exam is administered by the DoctoralAdvisor in the minor field.

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Applications will be reviewed during Spring and scholarship awards will commence in the Fall.The deadline for submitting applications is May 15.

Eligibility:1. Area of Management Doctoral Student in good academic standing2. Applicant is currently receiving less than $5,000 in scholarship support

Application requirements:1. Cover letter 2. Statement on your vision for your career path.3. Statement on how this award would help you accomplish your career goals4. Current curriculum vitae5. Annual review self-assessment questionnaire

The PhD Committee will review all applications and applicants will be notified by June 30.

b. Internal Rawls Support Scholarships Internal scholarships are made possible by the Rawls endowment to the college. Within the Areaof Management, the scholarships are designed to encourage and reward Ph.D. students for

professional development. The guidelines for the scholarships are as follows:

1. Applications will be reviewed each Fall and Spring. Scholarships will be applied towardtuition and fees.

2. As a general guideline, the committee considering qualifications will use the following:a. $400 scholarships for papers in regional professional management meetings.

b. $800 scholarships for papers at national professional management meetings, for attending national doctoral consortia, or for a publication in Area of Managementapproved B journal. Students are limited to attending no more than three doctoralconsortia.

c. $1200 scholarships for papers published in Area of Management approved Arated journals or equivalent.

3. When considering applications and the amount of scholarship rewarded, the faculty willgive preference to those who have not received scholarships previously, multipleauthorship, costs of conferences, and need. In addition, amount of money available in theendowment will be taken into account.

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IX. Annual Review Process

There will be a yearly review of all Ph.D. in Business Administration (Management) students.This review will consider each student’s academic and professional progress (e.g., grades,incompletes, oral and written communication skills, participation in professional activities and

research). The review will be conducted by the Management Doctoral Advisor in combinationwith the student’s Primary Faculty Advisor, with input from the Management Area GraduateFaculty. If a Primary Faculty Advisor has not yet been chosen, a graduate faculty member selected by the student for the review will participate in the review.

Questionnaires are used to aid in the annual review assessment. The questionnaires will becompleted as follows:

1. Doctoral student completes a self-assessment.2. Instructors complete a questionnaire regarding the conceptual/research abilities of

student.

3. Graduate Faculty members who are working with the student on research projectscomplete a questionnaire assessing the student’s contributions to the project(s).4. The Graduate Faculty will complete an overall assessment for each student taking into

account information from the above reviews.

All completed questionnaires are forwarded to the student’s Primary Faculty Advisor who meetswith the student to discuss the questionnaire information and perform an annual review.

X. Placement Upon Completion

Recent graduates of our program have taken jobs at Ohio University, UT-Arlington, IllinoisState, University of North Dakota, Drake University, Texas Christian University, University of St. Louis, University of New Mexico, and James Madison University.Most students “go to market” during the Academy of Management meeting between their thirdand fourth year. Students must have completed their dissertation proposal prior to the Academymeeting held in the year that they are on the job market. Interviews at the Academy meetingmay last 30 minutes and may be followed with an invitation to visit a school. Having

publications will increase a candidate’s chances of getting good interviews and good job offers.



Appendix 1. Optional Handout -- Critical Thinking Checklist for Ph.D. StudentsYEAR 1

Activity/ Competence Knowledge Comprehension Application Analysis Synthesis ECore Comprehensive Exam Preparation √

Directed StudiesDissertation

Specialty Field Paper Research Assistantships √ √ √

Reviewing (Journal & Conference) √ Seminars: core required √ √

Seminars: other conceptual √ √ Seminars: statistics and methods √ √ √

Submissions for PublicationTeaching √ √

YEAR 2Activity/ Competence Knowledge Comprehension Application Analysis Synthesis E

Core Comprehensive Exam √ √ √ Directed Studies

Dissertation √ √ Specialty √ √ √

Research Assistantships √ √ √ √ Reviewing (Journal/Conference) √ √ √

Seminars: core required √ √ Seminars: other conceptual √ √

Seminars: statistics and methods √ √ √ √ Submissions for Publication √

Teaching √ √

Key to boxes:Primary focus during year √

Competency achievedCompetency in future

NOTE: This Appendix is designed to serve as a toolthe critically thinking skills required of research schrestrictive to either the students or the faculty. Whienter a doctoral program at different levels of knowdifferent rates, the specific knowledge content and sThe mix of skills developed within program compon



Appendix 2: Overview of Requirements

Management Doctoral Program Curriculum

I. Overview of RCOB Ph.D. Program

A. Pre-Ph.D.: Leveling coursesi. Calculus Requirement or examii. Linear Algebra Requirement or exam

B. RCOB 60 hour programi. BA 5395: Practicum in Higher Ed (3 hours)

ii. Doctoral Core = 9 hours1. ISQS 5347: Advanced Statistical Methods2. MGT 6315: Organization Economics3. ECO 5311 or ECO 5312 or an upper division undergraduate

economics class with approval of the Doctoral Program Advisor iii. Doctoral Major = 18-21 hoursiv. First Support Field = 9-12 hoursv. Electives (from Masters program or other) = whatever necessary to get to

60 hour total

II. MGT Doctoral Course RequirementsA. Revisions accepted October 2, 2006 by MGT Graduate FacultyB. Summary of revised course requirements

i. Revised curriculum is summarized in Appendix 2C. Behavioral science research methods as the first support field

i. Includes:1. ISQS 5349 Regression (or equivalent)2. MKT 5355 Research Methods I (or equivalent)3. MKT 6355 Theory Testing (or equivalent)

ii. Students desiring a marketing substantive (in additional to methodologicalsupport field) will take substantive Marketing courses as separate electives

iii. Students needing psychology (or alterative) research methods will takeother research methods as the second support field to be examined byappropriate department outside of RCOB

D. Three doctoral seminars as core requirements in Management major:i. Core courses:

1. MGT 6375: Advanced Organizational Behavior 2. MGT 6392: Advanced Organization Theory3. MGT 6395: Advanced Strategic Management

ii. Students will be responsible to have the necessary background for thesecore doctoral courses

iii. Students will have the consent of the instructor prior to enrolling in thesecourses

E. Of the 12 additional hours of Management coursework necessary to complete 21hours in the major:



i. Three hours should be a graded BA 7000 (directed readings/research) with

the student’s faculty advisor ii. Additional graduate courses (12 hours) from the list below

1. MGT 5306 Medical aspects of Health OrganizationManagement

2. MGT 5307 Ambulatory Health Organization Management3. MGT 5308 Health Organization Management4. MGT 5309 Contemporary Issues in HOM5. MGT 5372 Leadership and Ethics6. MGT 5373 Developing Entrepreneurship Skills7. MGT 5377 Personnel Administration8. MGT 5384 International Business and Multi-National Strategy9. MGT 5385 Organizational Change10. MGT 5391 Business Policy11. MGT 6381 Seminar in Advanced Management Topics (may be

repeated on other topics)12. MGT 6385 Organizational Diagnosis, Assessment and Design

F. Continuous Enrollment in the Research Methods Colloquium (MGT 6380)

III. To further enhance the quality of the doctoral education in ManagementA. Faculty will provide enrichment for doctoral students in masters courses where

possibleB. Student socialization and specialization will be encouraged through interaction

with graduate faculty in:i. Directing reading tutorial courses (BA 7000 – graded, or BA 8000,

ungraded)ii. Research practica tutorial courses (BA 7000 – graded, or BA 8000,

ungraded)

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Appendix 3: Design of PhD in Management(Approved by MGT Graduate Faculty (xx/yy/2006)

RAWLS COLLEGE OF BUSINESS COURSE REQUIREMENTS

Pre-PhD Pre-PhD Program Coursework:Leveling Courses and/or Masters Degree

Required DoctoralCore & Math

BA4395

Practicum inHigher Ed

ISQS5347

AdvancedStatistics

ECO5311

AdvancedMacroeconomic

OR ECO5312

MicroeconomicAnalysis

(or an approvedUpper DivisionUG ECO class)

MGT6315

OrganizationalEconomics

MATH1331

IntroductoryMathematicalAnalysis (or

Exam)

MATH2360

Linear Algebra

(or Exam)

FirstSupport Field:

9-12 Hours(Masters or PhD

Courses)

Field Required for MGT Majors:

Behavioral ScienceResearch Methods

ISQS 5349Regression

(or Equivalent)

MKT 5355ResearchMethods I

(or Equivalent)

MKT 6355Research

Methods II(or Equivalent)

OptionalSecond

Support Field9-12 Hours

(Masters of PhDCourses)

Option Most Used in RCOB:Courses Approved from Student’sMasters Program, e.g., from MBA“Quantitative Analysis” or from

Other Masters such as PublicAdministration or Psychology

Other Option:3-4 Related New (or Mixed)

Courses with Adviser’s Approval(e.g., Entrepreneurship, Health OrganizationManagement, Organizational Behavior and

Leadership, Organization Studies)

MANAGEMENT MAJOR COURSE REQUIREMENTS

Core requiredDoctoralSeminars

MGT 6375Advanced

Organization Behavior

MGT 6392Advanced

OrganizationTheory

MGT 6395AdvancedStrategic

Management

ManagementSpecialization

CoursesRequired: Three other Management Graduate Courses

Selected with Approval of Adviser plusOne graded BA 7000 (Directed readings/research)

with student’s Faculty Adviser

Specialization Tutorials(Directed Readings)

BA 7000 (For course grade), otherwise BA 8000

Specialization Tutorials(Research Practica)

BA 7000 (For course grade), otherwise BA 8000

Student/FacultyColloquium

MGT 6380 Colloquium in Management Research(Provides Ongoing Support to Management Core,

Research Philosophy and Design, and All Specializations)

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Appendix 4: Graduate Faculty in Management

Name From Research InterestsJohn Blair, Ph.D. University of Michigan Organizational studies,

military organization, andhealth organization

managementKim Boal, Ph.D. University of Wisconsin-

MadisonBusiness policy andorganization studies

Keith Brigham, Ph.D. University of Colorado Entrepreneurship, cognitionand decision making,technology transfer andmanaging growth

Claudia Cogliser, Ph.D. University of Miami Leader/follower relationships,transformational andvisionary leadership,

creativity, virtual teams,and research methods

Eric Ford, Ph.D. University of Alabama-Birmingham

Health organizationmanagement, strategicmanagement, organizationallearning, and informationsystems

Bill Gardner, DBA Florida State University Leadership, business ethics,social influence processes

Hans Hansen, Ph.D. University of Kansas Organization theory,organization change,organizational culture,organizational aesthetics,abductive inquiry, andqualitative methods

Duane Hoover, Ph.D. Washington University, St.Louis

Organizational behavior,experiential learning,organizational developmentand change, ethics

Jerry Hunt, Ph.D. University of Illinois Leadership, organizationalstudies and sociology of science as related tomanagement

Linda Krefting, Ph.D. University of Minnesota Human resourcemanagement andorganizational behavior

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Name From Research InterestsTom Lumpkin, Ph.D. University of Texas -

ArlingtonOpportunity recognition,corporate entrepreneurship andstrategic renewal, organizationcreation and firm emergence,and family business

Barry Macy, Ph.D. Ohio State University Organizational effectiveness,organizational transformationchange and work design andredesign, and healthorganization management

Ronald Mitchell, Ph.D. University of Utah Entrepreneurial cognition,global entrepreneurship,development of transactioncognition theory, andstakeholder theory

Tim Nix, Ph.D. Texas Tech University Health organizationmanagement, strategicmanagement, managementhistory

G. Tyge Payne, Ph.D. Texas Tech University Health organizationmanagement, strategic decision-making and cognition,interorganizational relationships,organization-environmentfit/misfit, corporateentrepreneurship, venturecapitalism

Robert Phillips, Ph.D. Ohio State University Organizational studies, personnel/human resourcesmanagement, militaryorganization and healthorganization management

Jeremy Short, Ph.D. Louisiana State University Strategic management,multilevel determinants of firm

performance, strategic groups,strategic decision processes,research methods, andentrepreneurship.

Ritch Sorenson, Ph.D. Purdue University Organizational studies,organizational communication,leadership and conflictmanagement

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Name From Research InterestsChris Quinn Trank, Ph.D. University of Iowa Organization theory,

rhetorical theory andmethods, and managementeducation.

Bill Wan, Ph.D. Texas A&M University Strategic management, product and internationaldiversification, andinternational corporategovernance and familyownership

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Appendix 5: Area of Management Course Descriptions(From the Office of Official Publications website, October 2005)

5192. Global Management Strategies (1:1:0). Corequisite: MGT 5391. Study of global strategyformulation and implementation.

5306. HOM I: Medical Aspects (3:3:0). Prerequisite: Consent of instructor. Focuses on theimplications for the management of health care organizations of medical issues such as thenatural history of disease, epidemiology and health policies. (HOM 5306)

5307. HOM II: Managed Care Organizations (3:3:0). Prerequisite: MGT 5306 or consent of instructor. Examines fundamental and contemporary issues in the organization and managementof managed health care organizations.

5308. HOM III: Medical Groups and Ambulatory Care (3:3:0). Prerequisite: MGT 5307 or consent of instructor. An organization-based view of the health care system emphasizing the

provision of health care to populations via medical group practices and ambulatory careorganization.

5309. HOM IV: Current Aspects in Healthcare (3:3:0). Prerequisite: MGT 5308 or consent of instructor. Analyzes and evaluates selected contemporary problems, issues, and trends inhealthcare management.

5371. Managing Organizational Behavior and Organizational Design (3). Examinesmanagement of individual, interpersonal, group and intergroup relations, organizational design,and the organization's role in a rapidly changing environmental and global context.

5372. Leadership and Team-Building Skills (3:3:1). Prerequisite: MGT 5371. Emphasizescognitive, skill, and experiential-practicum learning applied to ongoing leadership andorganizational problems.

5373. Entrepreneurship (3:3:0). Prerequisite: MGT 5376, ACCT 5401, and MKT 5360 or consent of instructor. Introduces concepts and skills associated with wealth creation. Examinesmanagerial processes and strategies in emerging, growing, and revitalizing firms.

5374. Negotiation and Conflict Management Skills (3:3:1). Prerequisite: Consent of instructor. Emphasizes negotiation skills and strategy development for managing organizationalstakeholders.

5375. Organization Theory (3:3:0). Prerequisite: MGT 5371. A study of basic organizationtheory concepts and application of these concepts to the analysis and structure of organizations.

5377. Human Resource Management (3:3:0). Prerequisite: MGT 5371. Examination of the principles and methodology of personnel administration with emphasis on manpower planning,selection, development, and evaluation.

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5378. Managing the Entrepreneurial Family Business (3:3:0). Prerequisite: MGT 5371.Management and business issues involved in running family firms. Emphasis is onentrepreneurial family firms.

5379. Global Entrepreneurship (3:3:0). Prerequisite: MGT 5371. Exploration of organizationand management issues in global enterprise.

5381. Managing Innovation and Change (3:3:0). Prerequisite: MGT 5371. This course focuseson understanding organization innovation and change and applying this knowledge to managinginnovation and change processes.

5382. Internship in Management (3). This course permits students to enhance their knowledgewithin their field of specialization through application of concepts, principles, and techniqueslearned in the classroom.

5384. International Management (3:3:0). Prerequisite: MGT 5371. Comparative analysis of domestic, international, and multinational business operations, and the significance for organization and management.

5391. Strategic and Global Management (3:3:0). Prerequisite: Completion of core and toolcourses in M.B.A. or M.S.A. program. Global and local strategy formulation and implementationof corporate, business, ad functional strategies. MBA/MSA capstone course.

5476. Executive Skills (4:2:4). Prerequisite: Admission to the MBA program. Develop self-awareness of personal attributes and goals, enhance personal development, and impart skillsneeded to function as future executives.

6305. Individual Study in Management (3). Prerequisite: Consent of instructor. Directedindividual study of advanced management topics varying with the need of each student. May berepeated for credit.

6315. Current Management Issues (3:). Prerequisite: Consent of instructor. Study andintegration of current management issues. May be repeated for credit.

6375. Advanced Organization Behavior (3:3:0). Prerequisite: Doctoral student status or consent of instructor. A seminar which explores research and conceptual foundations of

behavioral science and the role and contributions of microorganizational concepts inorganization design and functioning.

6380. Colloquium in Management Research (3:3:0). Prerequisite: Doctoral standing. Study of problems related to management for the individual student. Studies in selected areas of management research. May be repeated for credit.

6381. Seminar in Advanced Management Topics (3). Organized seminar on specific advancedmanagement topics in the areas of management of strategy, organizational studies, personnel andhuman resources management, or international business. May be repeated for credit.

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6392. Advanced Organization Theory (3:3:0). Prerequisite: Doctoral student status or consentof instructor. A seminar which explores the fundamental macro theories and concepts of organization design and functioning.

6395. Advanced Strategic Management (3:3:0). Prerequisite: Doctoral student status or consent of instructor. A seminar which systematically examines the theoretical and empiricalresearch literature on strategic management content and process.

management doctoral handbook

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