The basic 39-credit MBA program is composed of 13 courses. All courses are three credit hours.
Additionally, students may opt to earn one of four specialized MBA concentrations. Each concentration requires four or five courses.
|MBA 600||Data Analysis for Decision Making|
|MBA 605||Integrative Organizational Theory and Business Systems|
|MBA 606||Accounting for Managers|
|MBA 615||Ethical and Social Responsibility of Business|
|MBA 621||Human Behavior in Organizations|
|MBA 626||Managerial Economics|
|MBA 670||Operations Management|
|MBA 675||Financial Management|
|MBA 680||Marketing Management|
|MBA 690||Leadership Through People Skills***|
|MBA 800||Strategic Management|
|MBA 801||Integrative Project|
MBA 503: Quantitative Studies for Graduate Business Students
Necessary mathematical topics for the successful completion of the quantitative courses in the MBA program: linear functions; polynomial and rational functions; probability, fundamentals of statistical analysis; and basic techniques for finding derivatives including the use of the chain rule.
MBA 600: Data Analysis for Decision Making
Provides the skills necessary to conduct serious quantitative research for their companies. Standard statistical measures will be taught along with the ethical and unethical implications of these measures. This course includes topics such as standard descriptive statistics, discrete and continuous probability distributions, confidence interval estimates, hypothesis testing, Analysis of variance, regression analysis, and non-parametric statistics.
MBA 605: Integrative Organizational Theory and Business Systems
A comprehensive view of business and should be taken near the beginning of the MBA program. The main thrust of this course is to survey different theories and concepts of business that students will be exposed to in the MBA program, and demonstrate how the concepts can be used to solve real-world business problems. This course previews the other courses in the program.
MBA 606: Accounting for Managers
Contemporary financial and managerial accounting theories and applications necessary for a manager to be successful in business or government. The course includes topics such as analyzing financial statements, overhead analysis, activity-based costing, contribution analysis and developing trends.
MBA 615: Ethical and Social Responsibility of Business
Basic concepts of ethics as typically referred to in western civilization and a testing of the basic hypotheses of the concepts. Through formal lecturing, case studies, dialogue, and with the possible help of guest lecturers, working premises, assumptions and principles regarding business ethics are analyzed.
MBA 621: Human Behavior in Organizations
Study of the organization (for profit and non-profit) as a complex system: line and staff functions, administration/leadership styles, motivation and group dynamics—and impact of each on the achievement of organization goals.
MBA 626: Managerial Economics
Application of economic principles to management decision-making: decision theory, demand theory/sales forecasting, linear programming, production and costs, pricing and capital budgeting.
MBA 670: Operations Management
Quantitative techniques and the systems approach applied to understanding and improving the operations of both manufacturing and service organizations. Techniques from quality, learning, forecasting, process design, scheduling, waiting lines, inventory and MRP are utilized. Underlying principles such as tradeoff analysis, Pareto, process control, and optimization of resource usage are emphasized throughout. The objective is for the student to understand how organizations actually achieve results and how to identify opportunities to improve their operation.
Prerequisites: MBA 600
MBA 675: Financial Management
Analysis of business financial management: sources and uses of funds, raising funds from internal versus external sources, long-term versus short-term funding decisions, the cost of capital, alternate uses of capital, using leverage, security in borrowing/lending, dividends versus retained earnings, and use of the financial market.
Prerequisites: MBA 606
MBA 680: Marketing Management
Marketing is the managerial process by which firms create value for their customers through the exchange of products and services. The emphasis of this course is on how the marketing manager can achieve desired outcomes with the target market. Broad topics include analyzing marketing opportunities; and, researching and organizing, implementing and controlling the marketing effort. Students will prepare and present a marketing plan.
MBA 690: Leadership Through People Skills
Intensive five-day seminar (8 a.m.–6 p.m.) focused on better managerial results through the study of behaviors, leadership styles, communication and motivation. Course completion graded on pass/fail basis. Course may be taken any time during the program.
Prerequisites: Two–three hours of pre-work assignments must be completed prior to the seminar.
Fee: The fee for LTPS includes all seminar materials, continental breakfast, lunch and refreshments at breaks. Please note there is a $50 drop fee if the course is dropped less than 14 days prior to the start date, or a non-refundable $100 fee for no-shows.
MBA 800: Strategic Management
An introduction of the core concepts of strategy related to both corporate and business strategy and the role of top management in the development and implementation of strategies. This course is about the formulating and implementing of business strategies and brings together and builds on concepts learned in prior courses. The course demonstrates how strategic management draws on the concepts of functional areas, and conversely how the functional areas support strategy implementation. The ideas are relevant for development of strategy in large modern corporations as well as small businesses.
Prerequisites: All previous MBA coursework, except for MBA 801. A student should take this course in one of the two last sessions. Exceptions may be approved by the MBA Director.
MBA 801: Integrative Project
A concrete action undertaken for an organization, which focuses on either strategic problems or opportunities for the organization. Thus, the project will have a direct impact on the goals of the unit or organization. Projects should look to involve something that has never been done before at the organization, something that has/is being done but which is currently failing, something where the solutions are not immediately obvious or there is controversy over likely solutions. The project should specify challenging but attainable goals. It might be a part of an overall change effort underway at the organization. Faculty serve as resource and dialogical guides.
Prerequisites: All prior MBA coursework, except MBA 800. This is a sixteen week course. A student should take this course in their final semester prior to graduation. Exceptions may be approved by the MBA Director.