Course sequence information is provided for sample purposes only. Students should consult with their academic advisor about their individual plan for course registration and completion of program requirements.
M L 250 - Interpersonal Effectiveness in Organizations
Individual and group theories of behavior within organizations. Applying methods of effective interpersonal interactions, increasing self-awareness (through topics including perception, personality, attitudes, values and the effects of stress) in order to better inform an understanding of others. Various interpersonal competencies including motivating others, team dynamics including diversity, problem-solving, decision-making and conflict management, and communicating expectations and feedback. Prerequisite: Sophomore standing. Students who have already completed BUS 210 will not receive credit for this course.
M L 300 - Environments of Organizations
Prepares students to be productive managers by increasing their understanding of the organization context. Provides an overview of the environments in which firms operate. Give students a fundamental understanding of the various industries in which firms function and the key issues within those environments that affect the practice of management (including adapting to global environments, sustainability, and ethics) providing students with the conceptual frameworks and tools that will enable them to analyze and understand the managerial context. Students discuss and perform analysis and assessment of the environments of organizations.
M L 315 - Risk and Insurance
Insurance aspects of risk. Nature of risk assessment and control and financing activities in organizations. Firm risk policy issues. Cross-listed as ASB 315. Prerequisite: Junior standing.
M L 350 - Managing for Results in Organizations
Planning, organizing and control processes as practices of management. Introduction of management roles, functions, and skills, and evolution of management thought. Discussion of general and task environment and organizational stakeholders. Analysis of planning, strategy, and decision-making frameworks. Foundations of organizational structure and design, human capital, and managerial control models including feedback systems. Application of concepts to contemporary examples. Prerequisite: Junior standing or declared first major and 42 credit hours. Students who have already completed M L 352 will not receive credit for this course.
M L 353 - Operations Management in Organizations
Survey of issues and methods related to designing, implementing, and controlling the production and delivery of goods and services. Topics include waiting line management, forecasting, project management, JIT and lean operations, supply chain management, Six Sigma quality management, and strategic importance of operations management. Prerequisite: Q M 262; M L 350
M L 354 - Maximizing Effectiveness in Organizations
Organizational effectiveness theories and techniques. Analysis and data gathering tools including employee survey research, process mapping, organizational culture assessment, and systems thinking. Action planning and implementation topics including organizational adaptability, leadership coaching, and organizational change management. Introduction to consultative skills. Prerequisite: M L 250, M L 350, PSY 101
M L 356 - Human Capital in Organizations
A survey course considering the strategic management of firm's human capital in the context of the human resource management function. Covers the legal, strategic, and regulatory facets of human resource management along with the topics of staffing, training, compensation management, and labor relations. Experiential exercises, case studies, and class presentations will be used to illustrate the effective and efficient management of a firm's human capital through human resource management. Prerequisite: M L 350
M L 357 - Leading Organizations
Theory and practice of organizational leadership skills. Exposure to major leadership theories and advanced interpersonal techniques. Strengths-based leadership, networking, negotiation, decision-making, organizational direction setting, and communicating with influence and authority. Applied projects and in-class experiences. Prerequisite: M L 250
M L 358 - Managerial Decision Making
Descriptive and prescriptive approaches; formal and informal methods. Emphasis on subjective judgments and choices. Prerequisite: ML 350 or 6 hours psychology and/or sociology; a 3-credit-hour course in statistics.
M L 394 - Supply Chain Tools and Techniques
Prepares students for work as supply chain professionals by giving them familiarity with the dominant terminology, tools, and approaches used in supply chain management. Cross-listed with MTG 394. Prerequisite: MTG 315, M L 353
M L 450 - Competitive Strategy
Concepts, principles, and techniques of developing strategy in competitive markets. Case studies for analysis of firms' strategic maneuvering. Simulation exercises on strategic decision making in competitive market structures. Prerequisite: M L 350; FIN 322; MTG 315
M L 452 - Strategic Management in Organizations
Core Curr. MI
Integrative capstone includes the strategic-planning process, environmental analysis, developing strategy, strategic decision making, and strategy execution. Concurrent enrollment with BUS 400 required. Prerequisite: FIN 322; M L 350; MTG 315; senior standing. Corequisite: BUS 400
M L 456 - Compensation Management
Advanced course considering the strategic management of a firm's human capital through the human resource management function of compensation management. Compensation management topics of internal alignment, external competitiveness, pay for performance, benefits management, and pay system administration will be considered. Includes an integrative simulation exercise to illustrate the effective and efficient management of a firm's human capital through compensation management. Prerequisite: M L 356
M L 457 - Advanced Human Capital Management
Advanced consideration of the management of firm's human capital in the context of activities associated with the human resources function. The course will emphasize the strategic, theoretical, technical, and legal aspects of staffing, training, and compensation management. Experiential exercises, case studies, and class presentations will be used to develop an advanced understanding of the use of human resource management to effectively and efficiently manage a firm's human capital. Prerequisite: M L 356
M L 459 - Topics in Management
Topics of special interest which may vary each time course is offered. Topic and prerequisite stated in current Schedule of Classes. May be repeated under different topics for a maximum of six hours credit.
M L 497 - Research in Organizations
Participation in academic research by academically qualified students under the guidance of a faculty member, with the approval of the chair of the Department of Management and Leadership. Prerequisite: Junior/Senior standing. Management and Leadership majors only.
M L 498 - Independent Studies
Studies undertaken by academically qualified students under the guidance of a faculty member, with the approval of the chair of the Department of Management and Leadership. Management and Leadership majors only. Prerequisite: Junior/senior standing
M L 499 - Independent Studies
Studies undertaken by academically qualified students under the guidance of a faculty member, with the approval of the chair of the Department of Business Management and Administration. Management and Leadership majors only. Prerequisite: Junior/senior standing.
M L 520 - Management Theory
Planning, organizing, directing, coordinating, and controlling operations through managerial decision making. Emerging issues and trends; integration of principles and concepts with contemporary concerns. Prerequisite: BUS 500 and Foster College of Business Graduate Student or Consent of Associate Dean.
M L 553 - Operations Management
Survey of issues and decision-making techniques related to the operations of an organization. Quality management, project management, inventory management, waiting line analysis, production scheduling, job design, and facility layout. Cannot be used to satisfy MBA elective or concentration requirements. Prerequisite: Consent of graduate program director.
M L 602 - Organizational Behavior
Modeling financial processes, cash flows, security prices, etc., for decision making. Econometric, distribution-based, Markov and Stochastic Process concepts are employed. Treats risk/uncertainty identification, measurement and management. Prerequisite: Enrollment in a graduate program of study in business
M L 608 - Open Book Management
Effective management practice under conditions of timely communication of frequently updated operational and financial data for problem solving by organization members. Emphasis on effective coordination of organization members'\x1a tasks with shared goals and shared knowledge of how activities relate to these goals. Course considers Open Book Management implications for job descriptions, performance measurement, selection and training, supervision, handling conflict, relationships with suppliers, innovation, and learning from failure.
M L 615 - Interpersonal Relations
Foundations of interpersonal behavior, emphasizing the development and application of the interpersonal skills critical for managerial success. Foster self-understanding and self-awareness through a variety of assessment instruments.
M L 628 - Business Policy and Strategy Formulation
Strategies in response to conditions such as competition and future development. Must be taken in last semester of program.
M L 630 - Management in Healthcare Organizations
Interdisciplinary approach to understanding management in healthcare organizations. Emphasis on the complex roles of healthcare workers and the behavioral processes of leadership, communication, motivation, group dynamics, conflict, change, organizational development. The class also considers diversity, social responsibility, and ethics. Prerequisite: Graduate standing; As specified in the Schedule of Classes
M L 653 - Operations Management
Foundational knowledge and deeper understanding of the operations function. A broad managerial perspective emphasizes the strategic impact of the operations decisions and the interfaces between operations and the other functional areas of the organization. Operation functions in both service and manufacturing contexts will be examined, as well as investigating how operations provides sustainable competitive advantage along the dimensions of cost, quality, delivery, flexibility, and innovation. Prerequisite: BUS 500 and Foster College of Business Graduate Student or Consent of Associate Dean
M L 655 - Organizational Change
The need for change and building a readiness for organizational change. Models for implementing change that build employee support and commitment. Practical approaches and unique health care related situations of seminar participants are discussed.
M L 657 - Executive Development
Theory and research of development stages of executive careers. The impact of the organization on the executive personality; forces influencing the development of executive skills and abilities; studies of antecedents of executive role performance; and the role of training programs in executive development.
M L 658 - Topics in Business Administration
Topics of special interest, which may vary each time the course is offered. Repeatable to a maximum of 6 credit hours. Topic stated in current Schedule of Classes.
M L 659 - Topics in Management
Management-related topics presented in modules or seminars. Topics may vary each time the course is offered. Topic stated in current Schedule of Classes. Repeatable to a maximum of 6 credit hours.
M L 660 - Readings in Management & Leadership
Individual readings for qualified students, under the guidance of a member of the faculty. Repeatable to a maximum of 3 credit hours. Prerequisite: advancement to candidacy; consent of instructor and director of graduate programs.
BLW 289 - Topics in Business Law
Conceptual treatment of topics related to business law. 1-3 hours, may be repeated up to 6 hours under different titles/topics. Prerequisite: Stated in current schedule of classes
BLW 342 - Legal Environment of Business
Core Curr. SB
Introduction to the fundamentals of law as it relates to business including the social, equitable, and ethical concerns. The influence of the government regulation of business including procedure, managing disputes, constitutional law, contracts, torts, international business, business organizations, labor, agency, environmental concerns, and consumer law. Emphasis on analytical legal reasoning and the case method. Prerequisite: junior standing
BLW 345 - Law of Business
Principles of the law of contracts, sales and the commercial code, commercial paper, agency, business organizations, and bankruptcy. Prerequisite: BLW 342
BLW 347 - Law and the Entrepreneur
Introduces students to legal requirements of forming a business and how to anticipate legal concerns and risks during the life of the business. Covers legal issues, such as intellectual property, contracts, entity formation, and venture capital funding. Prerequisite: junior standing
BLW 355 - Labor-Management Relations
Collective bargaining as a social innovation in labor-management relations. Current public policy, major substantive issues in management and union policies, and tactics in collective bargaining and dispute settlement. Case studies. Prerequisite: Junior standing; M L 350 or consent of ETL department chair
BLW 360 - Business & Intellectual Property
Introduction to the different types of intellectual property a business may acquire and the legal principles surrounding the protection of the intellectual property. Prerequisite: Junior standing
BLW 389 - Topics in Business Law
Topics of special interest, which may vary each time the course is offered. Topic and prerequisite stated in current schedule of classes. May be repeated under different topics for a maximum of 6 hours credit. Prerequisite: Junior standing. Stated in current Schedule of Classes.
BLW 395 - Real Estate Law
Basic principles of real estate law and practices including extent of real estate interests, present and future interests and non-possessory interests, fixtures, liens, legal descriptions, co-ownership, landlord-tenant, brokerage, contracts, financing, mortgages, deeds, closing, transfer of real estate after death, and tax aspects. Prerequisite: junior standing
BLW 446 - Employment Law
Legal issues surrounding employment, including the employment relationship, equal opportunity laws, discrimination, personnel handbooks, testing, workers' compensation, federal wage and hour law, OSHA, ERISA, and federal labor law. Prerequisite: BLW 342
BLW 499 - Independent Studies in Business Law
Studies undertaken by academically qualified students under the guidance of a faculty member, with the approval of the chair of the Department of Entrepreneurship, Technology, and Law. Repeatable to 6 s.h. Prerequisite: Junior standing.
BLW 542 - Legal Environment of Business
Analysis of the legal environment in which business operates emphasizing the ethical and equitable influence on legal development. Study of specific areas of procedure, constitutional law, contracts, torts, international business law, business organizations, and the regulatory environment related to labor, environmental, and consumer law. Cannot be used to satisfy MBA elective or concentration requirements. Prerequisite: Consent of director of graduate programs
BLW 648 - Legal Aspects of Fraud Examination
Introduces students to the various legal issues associated with both civil and criminal fraud examinations and the process of taking the fraud issues to trial. Prerequisite: Graduate student in the Foster College of Business or consent of instructor.
BLW 689 - Topics in Business Law
Conceptual treatment of topics related to business law. 1-3 hours, may be repeated up to 6 hours under different titles/topics.
The Bradley Core Curriculum exposes all students to the requisite range of knowledge, skills and perspectives that prepares them for further learning and guides them on the path of continued growth to facilitate their success and fulfillment in a changing, complex world. In essence, the Bradley Core Curriculum lays the foundation for a lifetime of intellectual development.
More specifically, the Bradley Core Curriculum advances Lydia Moss Bradley’s intent that the university “furnish its students with the means of living an independent, industrious and useful life,” by equipping them with a common set of attributes, understandings and tools to:
Core Learning Outcomes
The Bradley Core Curriculum was designed to help students achieve specific Core Learning Outcomes that span all aspects of the program.
The Bradley Core Curriculum is grounded in a set of fundamental perspectives, Core Values, that lie at the heart of the university's scholarly enterprise.
Bradley’s business law program gives you a foundation in business law from the Foster College of Business, which is one of the world’s top business colleges
With a concentration in business law, you learn the rules and regulations that govern finances. Courses cover legal concerns in employment, real estate, industrial companies, international business and constitutional law. This background is ideal for graduate school. As part of your classroom experience, you complete a senior capstone project working with a local business or nonprofit. Bradley’s business programs are accredited by the AACSB, which places them among the world’s top 2 percent of business programs. Additionally, Businessweek ranks Bradley’s business programs among the top 50 in the U.S.
Bradley’s business law program successfully prepares you to enter the workforce or to pursue a graduate degree. In recent years, all graduates found jobs or started graduate school within six months of leaving the Hilltop. They’re working at places like Accenture, Caterpillar Inc., RLI Corp. and PepsiCo. They’re also continuing their education at schools such as Valparaiso University and Indiana University-Purdue University Indianapolis.
Bradley and Peoria share much in common--a diverse population, world-class research facilities, outstanding fine arts and entertainment, and a great sense of community. In this regard, Peoria simultaneously offers the urban benefits of a big city and the personality of a small town.Explore Peoria