General information

General Management
Concentration Information

The General Management concentration prepares you for a broad range of industries and roles by providing the leadership and management competencies required to progress from mid-level positions in organizations to higher-level positions with increasing managerial responsibility.It complements more technical concentrations in business analytics, finance and marketing by providing a broader managerial decision-making context to apply and integrate specific tools and techniques.Students with unique career goals have greater flexibility to design a field specialization within this concentration.

Possible Career Paths

  • Project Management
  • General Management

Suggested and Related Courses


202B Business, Government and the International Economy

Examines the influence of government and international factors on the business environment. Topics include business cycles, inflation and interest rates, the federal debt, monetary policy and international trade and finance.


203B Forecasting and Managerial Research Methods

Practical statistical methods for managerial decision making covers regression analysis, time series analysis and forecasting, design and analysis of experiments in managerial research and contingency table analysis. Application of these methods to marketing, finance, accounting, production, operations and public policy.

Prerequisite: 203A


206 Decision Making and Management Science

Considers management science for decision makers. Topics include an introduction to modeling and decision analysis, an introduction to optimization and linear programming, modeling and solving linear programming problems in a spread sheet, sensitivity analysis and the simplex method, networks, integer linear programming, project management and decision analysis.


207 Management Information Systems

Introduction to computer programming and data handling skills. Use of computer in organizations, emphasis on managerial aspects of computing. Standard and nonstandard uses of data files, centralization versus decentralization of computing, office automation, computer security. 


246 Negotiation in Organizations

This course is designed to help students develop the ability to effectively negotiate in a competitive business environment. It focuses on negotiation skill-building in the areas of individual conflict management, team management, performance appraisal, corporate impression management and inter-organizational project management.The course will be taught largely through in-class simulations to provide an opportunity for experiential learning.The simulations will also allow students to develop a personal style of negotiation by discovering what works best for them in different situations.


267 Teams and Technology

This course teaches the theory and processes of group and team behavior so that you can successfully manage groups and work effectively in a variety of group settings. The first goal of the course is to provide conceptual guidelines for analyzing and diagnosing group dynamics and determining one’s strategic options as a manager. The second goal is to understand how technological change affects team processes in organizations. Finally, this course will impart practical interpersonal skills for implementing effective strategies for group situations.


268 Articulation and Critical Thinking

Develop competency in business writing and oral presentations. Build critical thinking skills. Topics include behavioral economics, false claims, deductive and inductive reasoning, correlation/causality, business ethics.Formerly titled “Management Communications”. Course name/description change under review by Academic Senate.


270 Corporate Financial Reporting

Critically analyzes and evaluates contemporary issues in corporate accounting and financial reporting, and develops implications of those issues for managers, investors, independent accountants, and policy makers. Focuses on the underlying accounting concepts and the motivations for and consequences of accounting and disclosure alternatives. Discusses research findings and legal implications where relevant. Covers generally accepted accounting principles for industrials, banks, and other organizations.


290 Robert A. Fox Executive-in-Residence

Course description varies with instructor

About the Robert A. Fox Executive-in-Residence Program:


291 Leadership

This course will focus on effective strategies for leading and managing companies. CEOs and business leaders are scheduled to speak in class and share their experiences in leadership. The course will include strategies and tools applicable for managers at all organizational levels.


291 Topics in Social Entrepreneurship

Social entrepreneurship is a rapidly developing and changing business field in which business and nonprofit leaders design, grow, and lead mission-driven enterprises. As the traditional lines blur between nonprofit enterprises, government, and business, it is critical that business students understand the opportunities and challenges in this new landscape. Through guest speakers, case discussion, lecture, and student presentations this course will explore this emerging field. Students will be expected to develop a business plan for a social enterprise.


291 The Causes of Organizational Wrongdoing

“The Causes of Organizational Wrongdoing” is motivated by the implicit contradiction between two personal observations. My experience suggests that the overwhelming majority of managers (and management students) aspire to manage in ethical, socially responsible, and law-abiding ways and embrace socially acceptable ideas about the difference between right and wrong. But media reports and academic studies suggest that unethical, socially irresponsible, and illegal behavior is common in organizations.


200B Managerial Accounting

Focuses on the use of accounting information for better managerial decision-making and creating value for organizations. Topics include product costing, cost allocation, incremental analysis, budgeting, variance analysis, and performance evaluation. Methods for learning include: lectures, problem-solving, case presentations and discussion.


290 Fundamentals of Energy Efficiency

This course examines how energy is transformed into useful services, and then how to deliver the same services with less energy. Plenty of real-world examples will complement theories and generic approaches. Students may emerge from this course with the tools to professionally evaluate efficiency opportunities. The course may prepare students for careers in one of the most vibrant sectors of California’s (and the world’s) economy, including positions in utilities, energy service companies, and management of energy-intensive activities in a wide range of enterprises.


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