Two exciting groups combine in this evening of music from the German Baroque, particularly the great Heinrich Schütz and his Musikalische Exequien (1636.)
Vicars Choral have performed the past two years, delighting audiences with looks at rare sacred music from the Renaissance.
The Early Music Festival has enjoyed past performances by students at CCM’s Early Music Lab, especially the harpsichord, lute, and viol students. This year the voice students take a turn. The newly-formed Collegium Vocale includes both undergraduates and upper degree students exploring the truth that regular Festival attendees already know: small-scale chamber choirs are where it’s at.
The Catacoustic Consort presents a variety of vocal and instrumental music from Renaissance chamber music to Baroque opera, with the intent of recreating the sound of the music when it was originally composed.
The music is performed on period instruments such as the viola da gamba, theorbo, organ, harpsichord, Baroque guitar, and lute. In addition to a historically informed approach to performing music, Catacoustic is dedicated to approaching music with an understanding of the life and times when it was originally played, including informed humanities presentations to accompany its programs. Some favorite composers of early music include J.S. Bach, John Dowland, Marain Marais, and Claudio Monteverdi.
The Catacoustic Consort is also dedicated to the early music community in the greater Cincinnati area. To this end, it provides a rental program of early instruments; offers an annual grant for instruments, training, or early music education; and sponsors the annual Cincinnati Early Music Festival, which celebrates local musicians engaged in the performance of early music. Catacoustic is also committed to outreach to senior citizens.
Based in historic East Walnut Hills (Cincinnati), Ohio, Catacoustic serves the tri-state area. The Catacoustic Consort is a 501(c)(3) non-profit organization.
Made in the USA The HALP-EMG-48-2L-LED Hazardous Area LED Light Fixture is U.S./Canada approved Class 1 Division 2 Groups A, B, C and D, UL 1598A listed, has a T4C temperature rating, and is specifically designed to handle the rigors of wet and corrosive marine environments. This fixture is equipped…
Made in the USA The Larson Electronics HALP-EMG-48-2L-SSPM-T8 Hazardous Area Fluorescent Light Fixture is U.S./Canada U.L. approved Class 1 Division 2 Groups A, B, C and D - UL 1598A listed, has a T4C temperatue rating and is specifically designed to handle the rigors of wet and corrosive marine…
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Made in the USA The HALP-EMG-48-2L-LED-SS Hazardous Area LED Light Fixture is U.S./Canada approved Class 1 Division 2 Groups A, B, C and D, UL 1598A listed, has a T4C temperature rating, and is specifically designed to handle the rigors of wet and corrosive marine environments. This fixture is…
Made in the USAThe HALP-EMG-48-2L-LED-G2 Hazardous Area LED Light Fixture is U.S./Canada approved Class 1 Division 2 Groups A, B, C and D, UL 1598A listed, has a T4C temperature rating, and is specifically designed to handle the rigors of wet and corrosive marine environments. This fixture is…
Made in the USAThe HALP-EMG-48-2L-T8 Hazardous Area Fluorescent Light Fixture from Larson Electronics is U.S./Canada U.L. approved Class 1 Division 2 Groups A, B, C and D - UL 1598A listed, has a T4C temperatue rating and is specifically designed to handle the rigors of wet and corrosive marine…
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Made in the USAThe Larson Electronics HALP-EMG-48-2L-T12HO Hazardous Area Fluorescent Light Fixture is U.S./Canada U.L. approved Class 1 Division 2 Groups A, B, C and D - UL 1598A listed, has a T4C temperature rating and is specifically designed to handle the rigors of wet and corrosive marine…
The ATEX-HALP-EMG-48-2L-T8-2X36W Hazardous Area Fluorescent Light Fixture from Larson Electronics is ATEX/IECEx approved for Zones 1 and 2 and 21 and 22. This emergency light fixture is specifically designed to handle the rigors of wet and corrosive marine environments, and comes equipped with an…
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Northwest Florida State College is dedicated to the concepts of equity and equal opportunity. It is the specific intention of the college not to discriminate on the basis of age, color, ethnicity, disability, marital status, national origin, race, pregnancy, religion, genetic information, or gender, in its employment practices or in the admission and treatment of students in its programs or activities. Anyone with questions about compliance or a complaint regarding harassment or discrimination, including sexual harassment and sexual violence of Title IX, should contact the College’s Equity Coordinator, Roberta Mackey, at 850-729-5365 or at mackeyr@nwfsc.edu.
Individual course requirements at specific institutions may sometimes differ from the published Common Course Prerequisite Manual. NWFSC recommends students see an academic advisor as well as contact their transfer institution to confirm program requirements.
The following courses are required for admission into the University Transfer Program. Please see the AA - Associate in Arts General Degree as well as the AA Degree General Education Requirements pages for complete AA degree requirements.
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The fundamentals of the managerial process (planning, organizing, leading and controlling) are considered in the context of 21st century organizations. Topics are almost evenly split between macro and micro perspectives Prerequisites: A declared major in the University or an intended major in the Strome College of Business or permission of the Dean's Office of the Strome College, AND Junior Standing.
This course is an introduction to the importance and centrality of communication in business. Students will learn the application of business communication principles by working both individually and collaboratively on communicating through effective business documents, presentations, professional written and oral correspondence, and use of digital media. Attention will be given to both interpersonal and group audiences, as well as formal and informal delivery. Prerequisite: MGMT 325.
This class examines theories and concepts pertaining to people at work. Topics include personality differences, motivation principles, high-performing work teams, and leadership development. Prerequisite: Junior standing. Pre- or corequisite: MGMT 325.
This class examines all issues pertaining to managing people in an organization. Topics include strategic planning for Human Resources, recruitment and selection systems, performance evaluation and development programs, Equal Employment Opportunity, and diversity management. Prerequisites: MGMT 325. Pre- or corequisite: MGMT 330.
Examines personnel topics such as absenteeism, substance abuse, theft, gambling and counseling problem employees. Policies and practices used by organizations to anticipate and resolve these problems are explored and evaluated. Prerequisite: junior standing, and a declared major in the University or permission of the Dean's Office.
A contextual study of the trade union movement and its development, structure and processes. Emphasizes the impact of union organization on management practice and effectiveness in both private and public sector organizations. Prerequisites: MGMT 340, and a declared major in the University or permission of the Dean's Office.
An examination of the environment of multinational business, foreign trade, and the operation of multinational enterprises. Management, marketing, accounting, and financial problems unique to enterprises operating in varying economic, cultural, and political legal environments are investigated. This course includes a CAP experience. International business majors may not take MGMT 361 for credit. Prerequisites: FIN 323, MKTG 311 and MGMT 325, and a declared major in the University or permission of the Dean's Office.
May be repeated for credit. Available for pass/fail grading only. Student participation for credit based on the academic relevance of the work experience, criteria, and evaluative procedures as formally determined by the department and Career Development Services prior to the semester in which the work experience is to take place. Prerequisites: MGMT 325 and approval by the department and Career Development Services, in accordance with the policy for granting credit for cooperative education programs, and a declared major in the University or permission of the Dean's Office.
Approval for enrollment and allowable credits is determined by the department and the Career Development Services in the semester prior to enrollment. Available for pass/fail grading only. (qualifies as a CAP experience) Prerequisites: MGMT 325, and a declared major in the University or permission of the Dean's Office.
Approval for enrollment is determined by the Management CAP advisor and the Career Development Services in the semester prior to enrollment. Student will participate in a relevant work setting. (qualifies as a CAP experience) Prerequisites: MGMT 325, and a declared major in the University or permission of the Dean's Office; transfer students must have completed one semester at Old Dominion University.
An analysis of how the federal and state governments may regulate the employer-employee relationship. Topics include labor relations law, equal employment opportunity law, other current statutory employment law and common law employment issues. Prerequisite: junior standing and MGMT 325 or MGMT 602, and a declared major in the University or permission of the Dean's Office.
An in-depth analysis of current issues and concerns within human resources management. The course will focus on specific issues and problems associated with the law and equal employment opportunity, employee selection, training and development, performance management/appraisal, and compensation. Methods of instruction include cases, exercises and PC applications. Prerequisites: junior standing and MGMT 325 and MGMT 340, and a declared major in the University or permission of the Dean's Office.
Course focuses on assessing the strategies, tactics, dilemmas, processes and solutions associated with developing a new business. Emphasis is devoted to how new ventures should raise rates (sales, prices, productivity), decrease costs, promote and execute while pursuing innovation. The course explores a wide variety of actual small business case studies to illuminate the critical strategic, operational and behavioral considerations necessary to build a successful enterprise, including rollouts (duplicating a business model in multiple locations), rollups (acquiring similar businesses to accelerate growth), and franchises. Prerequisites: MGMT 325 and ACCT 201.
A study of the essential elements leading to entrepreneurial and intrapreneurial success with emphasis on the creation, structure and management of new ventures. A recommended elective for business students. Prerequisites: MGMT 325, MKTG 311, and ACCT 201, and a declared major in the University or permission of the Dean's Office.
An examination of the relationship between business (usually the individual firm, but occasionally a group of firms in an industry or a set of headline-makers in different industries) and society (an individual, group of people, the general public, or government entity representing the interests of this individual or group or the public). Emphasizes stakeholders and ethics. The course material is both philosophical and practical for executives and informative and practical for citizens. Prerequisites: MGMT 325, 3 hours of ACCT and 3 hours of ECON, and a declared major in the University or permission of the Dean's Office.
This class examines issues pertaining to developing, evaluating, and re-designing an organization's direct and indirect compensation systems. Topics include pay structure, incentive plans, benefit programs, and special cases such as executive compensation. Prerequisites: Senior standing, MGMT 325, a C- or higher in MGMT 340, and a declared major in the University or permission of the Dean's Office.
This course focuses on negotiations and change. Students will develop analytical, interpersonal, and communication skills, with an emphasis placed on experiential learning through case studies, role playing, and simulations. Prerequisite: MGMT 325 or permission of the Dean's Office.
The course examines organizational structure and functioning from cross-cultural and cross-national perspectives. Compares how management practices differ from one society to another. Comparisons are made between the U.S., Western Europe, Japan, the USSR, China, and the Third World nations. Prerequisites: senior standing and MGMT 325, and a declared major in the University or permission of the Dean's Office.
A study tour abroad under the direction of a faculty member including on-site visits and management lectures designed to provide insight into differences in management practices in foreign countries. Offered summers only and when available. Prerequisite: permission of the chief departmental advisor, and a declared major in the University or permission of the Dean's Office.
Strategic management addresses the concerns of the high level executive or general manager, who must use a perspective that is qualitatively different from that of the lower-level functional manager or operations manager. Strategic decisions cut across functional lines. Whereas other courses focus on competency at a functional level (Are we doing things right?), this course deals with the overall effectiveness of the total organization (Are we doing the right things?). This is a writing intensive course. Prerequisites: A grade of C or better in ENGL 211C or ENGL 221C or ENGL 231C; senior standing, FIN 323, MGMT 325, MKTG 311, and a declared major in the University or permission of the Dean's Office.
Designed to provide advanced students in management an opportunity to study administration in highly specialized areas under the guidance of a faculty member. Prerequisite: permission of the chief departmental advisor/graduate program director.
Designed to provide advanced students in management an opportunity for independent study of selected areas under the guidance of a faculty member. Prerequisite: permission of the chief departmental advisor, and a declared major in the University or permission of the Dean's Office.
An analysis of how the federal and state governments may regulate the employer-employee relationship. Topics include labor relations law, equal employment opportunity law, other current statutory employment law and common law employment issues.
This course focuses on negotiations and change. Students will develop analytical, interpersonal, and communication skills, with an emphasis placed on experiential learning through case studies, role playing, and simulations.
A study tour abroad under the direction of a faculty member including on-site visits and management lectures designed to provide insight into differences in management practices in foreign countries. Offered summers only and when available. Prerequisite: permission of the chief departmental advisor.
Examine issues and principles in the management of individuals, groups, and organizations. Topics include motivation and reward systems, groups dynamics and team building organization design and change.
This course focuses on providing students with the foundations of leadership by reviewing past leadership research and integrating this into their own understanding of what makes one an effective leader. Contemporary concepts of leadership, including the role of culture and gender, will also be presented. The course will utilize self-assessments, case analysis, and leadership-related readings that will require students to think critically about what leaders do and how their own strengths and limitations influence their personal leadership development. Prerequisites: Admission to the MBA Program, MBA 600, MBA 601, MBA 602, MBA 603, and MBA 604.
This course provides a critical analysis of organizational theories used to understand and predict employee attitudes and behaviors. Implications, in terms of applying theories to address management issues and optimize human resource practices, are evaluated. Topics include job satisfaction, motivation, stress, and decision making. Prerequisites: Admission to the MBA Program, MBA 600, MBA 601, MBA 602, MBA 603, and MBA 604.
An analysis and evaluation of current human resource practices and problems. Examines topics such as human resource planning, selection, development, and compensation.
This course introduces students to the discipline of strategic management and discusses concepts/theories/frameworks that are used in the formulation and implementation of strategies. Additionally, students discuss cases, simulation and examples that describe the strategic issues confronting organizations and how they successfully (or unsuccessfully) resolved them. The course should help students develop a disciplined, rigorous, and comprehensive approach to analyzing firm environment and resources and formulating and implementing strategy. In addition, the course should help students understand the challenges and common pitfalls involved in strategy formulation and implementation. Prerequisites: Admission to the MBA Program and completion of 20 hours of core credit hours of the MBA curriculum.
This course addresses how managers and organizations can enhance employee productivity and job satisfaction in a competitive global environment. Both the theories and practices of motivation and leadership will be examined.
This course is a practicum in management, applying theories, concepts, and management techniques in a business setting. Prerequisites: Graduate standing and permission of the department chair.
Study designed for students who have one or more of the required courses waived, or for students desiring additional work in an area of particular interest in management. Prerequisite: permission of the department chair and the graduate program director.
This course deals with various strategic options available to businesses operating in an international environment. It explores the literature and case materials on multinational companies and the theories and concepts relevant to the analysis of international strategic decisions. Prerequisite: Permission of the instructor.
A capstone integrative course on strategy formulation and implementation. Prerequisite: permission of the graduate program director.
This course deals with various strategic options available to businesses operating in an international environment. It explores the literature and case materials on multinational companies and the theories and concepts relevant to the analysis of international strategic decisions. Prerequisites: Permission of the instructor.
The course examines strategic issues in human resource management. The course will examine how strategies and policies in areas such as recruitment, selection, training, career development, performance management and international human resource management influence firm performance. Other topics of current research may also be included.
This course examines theories and empirical research on organizations and their environment. Topics would include organization design, structure, decision making, change and adaptation. Other topics of current research may also be included.
This doctoral seminar will expose students to the theory and research behind new business creation and corporate entrepreneurship and it will prepare students to do rigorous and relevant research in this particular topic. Prerequisites: MGMT 835.
This course covers the classic texts and papers in the field of strategic management. This course will also include a discussion of the great debates within the field.
This research course focuses on how strategy formation processes influence a firm's performance. Topics emanating from sociological perspectives are emphasized, such as strategic goal formation, environmental scanning, strategic decision making, and strategic implementation. Antecedents to the strategy formation process and environmental analysis are also considered. As this stream matures, new topics are introduced. Prerequisites: MGMT 835 and MGMT 840 or departmental approval.
This research course focuses on how realized strategies influence a firm's performance. Topics emanating from economic perspectives are emphasized, such as business and corporate-level strategies, competitive dynamics, and strategic groups. Antecedents to realized strategies and environmental analysis are also considered. As this stream of research matures, new topics are introduced. Prerequisites: MGMT 835 and MGMT 840 or departmental approval.
This course critically evaluates the classical debates and viewpoints within strategic management research. In addition the course would cover the emerging theoretical and methodological areas in strategic management research. Finally, the course would review in depth the research on contemporary issues in strategy. The objective of the course is to enable students to become independent scholars in the area of strategic management. Prerequisites: MGMT 840 and MGMT 842.
This doctoral seminar will expose students to the theory and research behind strategic entrepreneurship and prepare them to do rigorous and relevant research in this field of study. Prerequisite: MGMT 835.
Advanced study in selected topics in management planning, strategy and policy under the direction of one or more faculty in the Management Department. Prerequisite: MGMT 840.
This course is a pass/fail course for master's students in their final semester. It may be taken to fulfill the registration requirement necessary for graduation. All master's students are required to be registered for at least one graduate credit hour in the semester of their graduation.