Legal Aspects of Marketing and Sales is an up-to-date textbook that covers legal issues that students who will work in marketing or with marketing managers must understand. The text is organized to permit instructors to tailor the materials to their particular approach. The authors take special care to engage students by relating law to everyday events with their clear, concise and readable style.

Management Information Systems (MIS) is a formal discipline within business education that bridges the gap between computer science and the well-known business disciplines of finance, marketing, and management.

This course will begin with an introduction that will help further the distinction between leadership and management, and then you will be introduced to major theories and models of leadership and of leadership development from a variety of perspectives. Next, you will be introduced to the process of decision-making in a variety of leadership settings. You will then study the processes of leading independently, or without direct authority. The final unit will focus on managing groups and teams. You may not be a leader after concluding this course, but you certainly will have a better understanding of the qualities of leadership. Perhaps you will discover there is a leader right at your fingertips.

Almost all management decisions deal with the same key issues: cost, price, and profit. This course will examine this sort of decision-making, identifying the tools and methods managers use to make the best-informed decisions possible. We will begin with an introduction to the terms that will be referenced in the later units. We will then discuss the various methods and theories that managers deploy when tracking costs and profits. The final section will explain how managers report the overall performance of a firm or department for internal use. Upon completion of this course, students will be better prepared to make informed decisions within a firm.

The financial crisis of 2007-8 has already revolutionized institutions, markets, and regulation. Wright's Money and Banking V 2.0 captures those revolutionary changes and packages them in a way that engages undergraduates enrolled in Money and Banking and Financial Institutions and Markets courses.

Minimal mathematics, accessible language, and a student-oriented tone ease readers into complex subjects like money, interest rates, banking, asymmetric information, financial crises and regulation, monetary policy, monetary theory, and other standard topics. Numerous short cases, called "Stop and Think" boxes, promote internalization over memorization. Exercise drills ensure basic skills competency where appropriate. Short, snappy sections that begin with a framing question enhance readability and encourage assignment completion.

The 2.0 version of this text boasts substantive revisions (additions, deletions, rearrangements) of almost every chapter based on the suggestions of many Money and Banking instructors.

This course will start with the conceptual framework of negotiations as it applies to all areas of negotiation in both the public and private sectors. As the course progresses, you will focus on business negotiation skills and strategies designed to help you maintain healthy business relationships. Specifically, you will learn about the concepts, processes, strategies, and ethical issues related to negotiation as well as appropriate conduct in multicultural business contexts. You will also learn to better understand the theory, processes, and practices of negotiation, conflict resolution, and relationship management so that you can be a more effective negotiator in a wide variety of situations. If you take advantage of the opportunities this course offers, you will be more comfortable and more productive managing negotiations as well as professional and personal relationships.

In this course, you will learn the fundamentals of operations management as they apply to both production and service-based operations. Successful completion of this course will empower you to implement the concepts you have learned in your place of business. Even if you do not plan to work in operations, every department of every company has processes that must be completed; someone savvy with operations management will be able to improve just about any process.

This course will cover five major OB areas including managing individuals, managing groups, power and politics, conflict management, and organizational change. Before delving into more rigorous content, it is important to understand what an organization is and the history of organizational behavior as a discipline. In taking this into consideration, this course will begin with a look at the basics of an organization.

Personal Finance by Rachel Siegel and Carol Yacht is a comprehensive Personal Finance text which includes a wide range of pedagogical aids to keep students engaged and instructors on track.

This book is arranged by learning objectives. The headings, summaries, reviews, and problems all link together via the learning objectives. This helps instructors to teach what they want, and to assign the problems that correspond to the learning objectives covered in class.

Personal Finance includes personal finance planning problems with links to solutions, and personal application exercises, with links to their associated worksheet(s) or spreadsheet(s). In addition, the text boasts a large number of links to videos, podcasts, experts' tips or blogs, and magazine articles to illustrate the practical applications for concepts covered in the text.

The Power of Selling is the perfect textbook to teach students about the proven process of selling. More important, it teaches students how to apply the tenets of selling to how to sell themselves and get the job they want, with the same process professional sales people learn (or brush up) on their own selling skills.What makes someone successful in sales? Are great sales people born or made? Is there one magic selling process, or does the process change based on the business…or the customer? How can the selling process really come alive for students in the classroom? How do students learn how to sell for life, not just for a course? The Power of Selling by Kim Richmond answers these questions and makes the principles of selling come alive.Kim looks at the topic of selling through a different lens, and provides inspiration and ideas. The Power of Selling provides an exciting and interactive experience for both professors and students through the use of 4 unique elements:1. ContentThe content is based on the core selling tenets so instructors will find the familiar principles of selling. In addition, the impact of Sales 2.0 is addressed at every stage including how to use interactive tools such as Twitter, LinkedIn, Facebook, blogs, and wikis effectively.2. Selling UThe last section of each chapter is called Selling U. It applies the concepts covered in the chapter to a student’s job search. Selling U topics include how to think about yourself as a brand, how to create a powerful cover letter and resume, how to create your personal elevator pitch, how to use networking and informational interviews to get the word out about your brand, how to prepare and dress for an interview, and how to negotiate and accept the right job offer. What makes The Power of Selling different is that Selling U is integrated into every chapter, which makes this text the ultimate guide to selling yourself.3. Video ResourcesVideos are used throughout the book. Additional videos that are not included in the text are available for instructor use. Here are videos that are available:• Video Ride-alongs – One of the best ways to learn about sales is by going on ride-alongs. So every chapter starts with an exclusive feature called a Video Ride-along. These short videos feature seven different sales professionals – one that starts each chapter. Each one talks about how he or she applies one of the key concepts covered in the chapter in their job. These videos are designed to be “virtual ride-alongs” so the students can actually feel as though they are getting insights first hand from selling professionals.• The Power of Selling YouTube Channel here (youtube.com/thepowerofselling) - Over 50 videos are included featuring the sales professionals who are highlighted in the Video Ride-alongs. About half of the videos are used in the textbook. The balance are available for instructor use. Several are included in Video Learning Segments (see below). These videos are excellent resources for use in the classroom, exercises, and assignments.• Video Learning SegmentsIn addition to the traditional supplements of Instructor Manual, PowerPoints, and Test Bank, there are also Video Learning Segments. These are PowerPoint slides embedded with videos designed to supplement the course PowerPoints and focus on one concept, like an ethical dilemma, pre-call preparation, or effective presentations, how to use email effectively. Each segment includes slides, videos, discussion questions, or exercises.4. The Power of Selling LinkedIn Group. hereThis group was created on LinkedIn.com expressly as a resource for the faculty and students who use this textbook. The group includes sales professionals from across the country and from different industries. This is a great tool for faculty and students alike to network, participate in discussions, ask questions, and connect with “real world” selling professionals.Kim Richmond’s The Power of Selling is a fresh, interactive, and applied textbook intended for all introductory and sales, selling and salesmanship courses. If you’re ready to prepare your “students of selling” for all that lies ahead in their professional career—you’re ready for this book. Check it out.

This course is designed to help the student improve his or her writing ability, which is necessary for ongoing success in all academic subjects. Coursework focuses on critical reading and analytic writing in response to readings with emphasis on organization, unity, coherence, and adequate development; an introduction to the expository essay; and a review of the rules and conventions of standard written English. Upon successful completion of this course, the student will be able to: recognize organizing principles, including the relationship between sentences; outline the relationships between main ideas and subordinate ideas within assigned readings; write analytical paragraphs in response to readings; recognize main and secondary points, making somewhat fine distinctions; make simple deductions from a series of facts; use punctuation correctly; demonstrate sound principles of reading critically; craft short essays employing a variety of organizational patterns; narrow a topic, write a clear and focused thesis statement, and create an outline with main and subordinate ideas; support the thesis statement with sufficient appropriate primary and secondary points and details; craft appropriate introductions and conclusions; use transitional words and expressions and employ a variety of sentence patterns to improve coherence; proofread to eliminate spelling and usage errors. This free course may be completed online at any time. It has been developed through a partnership with the Washington State Board for Community and Technical Colleges; the Saylor Foundation has modified some WSBCTC materials. (English 000)

In this course, you will be exposed to a number of different sub-fields within finance. You will learn how to determine which projects have the best potential payoff, to manage investments, and even to value stocks. In the end, you will discover that all finance boils down to one concept: return. In essence, finance asks: ŇIf I give you money today, how much money will I get back in the future?Ó Though the answer to this question will vary widely from case to case, by the time you finish this course, you will know how to find the answer.

This course will illustrate the ways in which the practice of management evolves as firms grow in size. Historically, middle managers have served as so-called ŇgatekeepersÓ who collect, analyze, and pass information up and down the management chain within an organization. But two recent developments at the turn of the 21st century Đ namely, low-cost data manipulation in computers and the emergence of widespread, real-time communication (in the forms of inexpensive, long-distance global calling, email, text messaging, and social media) Đ have reduced the need for these middle-manager gatekeepers, and companies have eliminated thousands of such positions. The goal? To speed the flow of information and decision-making and reduce the number of layers that separate the customer from the leadership of an organization.

In this course, you will learn about the marketing process and examine the range of marketing decisions that an organization must make in order to sell its products and services. You will also learn how to think like a marketer, discovering that the focus of marketing has always been on the consumer. You will begin to ask, ŇWho is the consumer of goods and services?Ó What does the consumer need? What does the consumer want? Marketing is an understanding of how to communicate with the consumer.

The purpose of this course is to provide the student with a basic understanding of the principles of microeconomics. At its core, the study of economics deals with the choices and decisions that have to be made in order to manage scarce resources available to us. Microeconomics is the branch of economics that pertains to decisions made at the individual level, i.e. by individual consumers or individual firms, after evaluating resources, costs, and tradeoffs. "The economy" refers to the marketplace or system in which these choices interact with one another. In this course, the student will learn how and why these decisions are made and how they affect one another in the economy. Upon successful completion of this course, students will be able to: Think intuitively about economic problems; Identify how individual economic agents make rational choices given scarce resources and will know how to optimize the use of resources at hand; Understand some simplistic economic models related to Production, Trade, and the Circular Flow of Resources; Analyze and apply the mechanics of Demand and Supply for Individuals, Firms, and the Market; Apply the concept of Marginal Analysis in order to make optimal choices and identify whether the choices are 'efficient' or 'equitable'; Apply the concept of Elasticity as a measure of responsiveness to various variables; Identify the characteristic differences amongst various market structures, namely, Perfectly Competitive Markets, Non-Competitive Markets, and Imperfectly Competitive Markets and understand the differences in their operation; Analyze how the Demand and Supply technique works for the Resource Markets. (Economics 101; See also: Business Administration 200)

This course will walk you through the nuts and bolts of project management. From understanding the project life cycle to setting priorities and expectations to controlling expenses and reporting results, project management touches several resources within organizations. You will examine roles and environments and various techniques of planning, evaluation, and control. An overview of the tools used in contemporary project management will also be discussed throughout the course.

This book is a practical discussion of six actionable steps that students can take to land a job regardless of the market. Whether the estimate is 25% unemployment or single-digit unemployment, that number doesn't apply to any one student. For any individual, the unemployment rate is 0% or 100%. One either has a job or doesn't. When any one person is looking for a job and there is 10% unemployment, that person just wants to be one of the nine people that has a job.

This course introduces Entrepreneurship and Business Planning. Upon successful completion of this course, students will be able to: analyze the entrepreneurial process through which business ideas are evaluated; identify the characteristics of successful entrepreneurs; demonstrate an awareness of strategies supporting entrepreneurship; distinguish between business ideas and opportunities; write a formalized business plan; write a marketing plan; examine their personal entrepreneurial potentials; know how to finance their business ventures; demonstrate an understanding of team-building dynamics. (Business Administration 305)

This course presents software engineering concepts and principles in parallel with the software development life cycle. Topics addressed include the Software Development Life Cycle (SDLC), software modeling using Unified Modeling Language (UML), major phases of SDLC (Software Requirements and Analysis, Software Design, and Software Testing), and project management. Upon successful completion of this course, the student will be able to: demonstrate mastery of software engineering knowledge and skills, and professional issues necessary to practice software engineering; discuss principles of software engineering; describe software development life cycle models; learn principles of software modeling through UML as a modeling language; identify major activities and key deliverables in a software development life cycle during software requirements and analysis, software design, and software testing; apply the object-oriented methodology in software engineering to create UML artifacts for software analysis and requirements, software design, and software testing; apply project management concepts in a software engineering environment to manage project, people, and product; participate as an individual and as part of a team to deliver quality software systems. This free course may be completed online at any time. (Computer Science 302)

This course is the capstone of the business major, because it incorporates elements from all of the core courses you should have already completed. Almost every topic should be familiar to you to some degree; however, Strategic Management ties them all together. This course begins with an introduction to the field and the definition of some important terms and concepts. You will then move on to identifying goals and formulating strategies before addressing implementation topics. This course will conclude with strategies for the 21st century. This course should be taken after all core courses have been completed and, ideally, near the end of your completion of the elective courses.