Course Descriptions
Click the course type to view available courses. Click a course number for a sample syllabus. Note: Syllabus may not be for the current semester.- Foundation Courses
- Core Courses
- Concentration Courses
Foundation Courses (18 credit hours)
MBA 500 – Business Law
Managers are required to possess a basic understanding of the legal principles governing business and its transactions. This course is designed as an overview of the basics of business law. The essential elements of tort, contract, agency, and partnership law will be covered. 
Syllabus for MBA 500 (PDF)
MBA 501 – Accounting Analysis
The role of accounting is the accumulation, analysis, and presentation of relevant financial data of an enterprise to serve the needs of decision makers. The objective of this course is to introduce the student to the basic concepts, standards, and practices of financial reporting. The course is devoted to basic financial statements, analysis and recording of transactions, and underlying concepts and procedures. Syllabus for MBA 501 (PDF)
MBA 502 – Economic Analysis
The purpose of MBA 502 is to train the student to think systematically about the current state of the economy and economic policies and to be able to evaluate the economic environment within which business and financial decisions are made. Economic forecasting, business conditions analysis, cost/benefit analysis, managerial issues, international issues, monetary, and fiscal policy are covered. Syllabus for MBA 502 (PDF)
MBA 504 – Financial Management
All managers are required to possess a basic understanding of financial concepts. This course is designed as an introduction to finance via concepts, basic calculations, and capital markets. The course is intended as the primary prerequisite to MBA 680 as well as to the core curriculum.
The basic concepts of the time-value of money, rates of return, and valuation are covered. Students will learn how capital markets function, what different securities exist, and how to manage cash flow. Credit, risk, working capital, and analysis of financial statements receive particular attention. Cases are used throughout the course to provide students with hands-on experience in the use of financial tools.
Unlike other finance courses, this consists of ½ concept and ½ mathematics. In-depth math topics are covered in MBA 680. Besides providing basic math skills, this course should provide students with an excellent introduction to financial management concepts.
Syllabus for MBA 504-50 (PDF)
MBA 505 – Organizational Management
This skills-based approach to management uses a unique five-step model and is filled with interactive exercises and examples and the latest in technology. The focus is on helping students understand correct practice and to give them numerous opportunities to translate correct practice into common practice. With a focus on the skills aspect of management, each concept uses a 5-step process for assessing, prescribing, acquiring, and fine-tuning students' aptitudes. The course covers personal, interpersonal, and group skills in an interactive way. It includes the latest research which reflects today's organizations, most of which rely on streamlined organizational structures and self-directed teams. Syllabus for MBA 505 (PDF)
MBA 507 – Statistical Analysis
As the foundation course in statistics, students receive a basic introduction to decision-making using descriptive statistics. Decision-making is focused on the areas of descriptive statistics, probability, distributions, sampling inference, regression and correlation, multivariate analysis, time series, and index numbers. While emphasis is placed on the derivation of these numbers using computer-based tools, the main focus is on interpretation and use of the results.
Given the nature of statistical computation, the course follows two distinct pedagogical paths: 1) Computation is taught via in-class illustration and a large number of assignments. Since calculations are impractical in an exam setting, significant attention is given to assignments, 2) Interpretation of statistical data is conveyed via in-class discussion and exams. Interpretation of presented data suits an exam very well.
Syllabus for MBA 507 (PDF)
Core Courses (18 credit hours)
MBA 610 – Information Technology Strategy
The purpose of this course is prepare students to be effective exploiters of computer/communications technologies now and in the future. Its focus is on IT resources and alternative approaches to managing them, the opportunities and pitfalls associated with these technologies, and what the user manager and the system professional need to know to make effective use of these technologies. This course views IT in very broad terms, including traditional transaction processing, enterprise resource planning systems, electronic commerce, data warehousing and data mining, managerial support systems, groupware, and artificial intelligence applications. Syllabus for MBA 610-51 (PDF)
MBA 620 – Quantitative Business Tools
This course is primarily a computer-based, business modeling course. The course takes an integrated approach. It emphasizes the application of statistical methods via modeling rather than derivation and use of statistical technique. Students will be immersed in computer-based modeling in a cross-disciplinary context.
The entire course will be dedicated to the step-by-step construction of computer models which will be used to solve business problems and to make management decisions. Models use Microsoft Excel and a variety of plug-ins. Since the course is all application-based, exam usage is limited and emphasis is placed on assignments.
Syllabus for MBA 620 (PDF)
MBA 660 – Operations Strategy
The objectives of this subject are to provide the students with an understanding of the role of operations managers in an organization and to illustrate how an organization can gain a competitive advantage in the marketplace through greater productivity, lower costs, quicker response, predictable deliveries, and better quality. Syllabus for MBA 660 (PDF)
MBA 670 – Marketing Strategy
The focus is on the marketing processes and tools for building strategies which deliver superior levels of customer value and profitability. This course is designed to coincide with the professional certified marketer program of the American Marketing Association and subsequent designation exam. Syllabus for MBA 670-51 (PDF)
MBA 680 – Corporate Financial Theory
Corporate finance is central to the operation of every organization. This course explores the theoretical aspects of corporate finance. The end goal is to provide students with the tools necessary to conduct accurate financial analysis. For students pursuing a career in finance, the topics provide the foundation for an immersion in the science of finance. Students pursuing non-finance careers will receive a complete coverage of finance issues encountered by all senior managers.
Detailed coverage of corporate finance issues is addressed in this course. Topics such as cost of capital, value of the firm, derivative securities, efficient capital markets, capital structure, and others are covered in the context of value maximization.
Strong mathematical skills and extensive use of computer-based tools are required. Prerequisite foundation courses are integrated throughout the course. It is assumed that students have a working knowledge of financial accounting, economics, and statistics.
Syllabus for MBA 680-51 (PDF)
MBA 690 – Strategic Analysis
The principal objective is to enable students to integrate their theoretical business knowledge of the fundamental management disciplines together with practical business experience. Specific objectives include the following:
- Development of strategic thinking through the application of fundamental business principles in resolving strategic issues.
- Exposure to specific company analysis and decision-making processes with students playing the roles of executives.
- Broaden the scope of student exposure to different industries, a variety of companies, and multiple levels of strategic issues faced by executives.
- Practice the art of business decision-making in the environment of economic uncertainty.
This course integrates knowledge and methods learned in previous courses while developing analytical and decision-making skills through the use of a business simulation.
Syllabus for MBA 690 (PDF)
Concentration Courses (9 credit hours)
Finance
MBA 681 – Investments
Through an in-depth study of portfolio theory and asset-pricing models, students acquire the analytical skills necessary to conduct valuations of equities, fixed-income securities, and alternative investments. This exploration leads to an understanding of the concept of portfolio management and the importance of diversification in controlling portfolio risk.
The course uses the theoretical concepts learned in Corporate Financial Theory (MBA680) and applies them to the practice of portfolio management. New concepts are also introduced and explained in the context of security valuation and portfolio management. The final goal is to teach students how financial theory is applied in the practice of investment analysis and portfolio management.
Syllabus for MBA 681 (PDF)
MBA 682 – Cases in Finance
By employing a case study approach focusing on complex problems, students gain a deeper understanding of corporate forecasting, capital budgeting, cost-of-capital analysis, and the financing of capital investments. The impact of financial decisions on strategic investment completes the course.
The course combines a theoretical approach to the understanding of finance with examples of how this theoretical knowledge is applied in practical situations. Through such key concepts as cost of capital, term structure of interest rates, capital budgeting, optimal capital structure, and maximization of shareholder value, students learn the analytical techniques necessary to make rational financial decisions
Syllabus for MBA 682 (PDF)
MBA 683 – Financial Engineering
Students gain a thorough understanding of options, futures, and other financial instruments. Skills are developed in basic pricing analysis, use of pricing models, and trading and hedging strategies.
The primary method for teaching these points follows a two-step approach. First, the student will be introduced to standard techniques for pricing, hedging, and other analysis. Second, techniques will be applied through a variety of real world strategies. The end goal is to develop skills which the students can apply in derivative markets. Syllabus for MBA 683 (PDF)
Global Supply Chain Management
MBA 569 – International Business
The course is designed to provide an overview of current international business patterns and to gain an understanding of the social systems within countries and how these systems affect the conduct of business. Students learn the major theories explaining international business transactions and the institutions influencing the activities. Alternatives for overall corporate policy and strategy that affect global operations are explored. Students will gain an understanding of the concerns and management of international activities that fall largely within functional disciplines. Lastly, the course will provide insight into the variety of ways in which international business may evolve in the future.
MBA 615 – Project Management
Project Management focuses on Information Systems project management. However, many of the principles discussed in this class may be applied to any new complex activity or project. This course will explore the popular project management theories and practices. Students will become familiar with CASE software tools used in project management. Syllabus for MBA 615 (PDF)
MBA 661 – Supply Chain Management
Supply Chain Management involves the integration of suppliers, logistics, production facilities and distribution centers in order for customers to receive the right product at the right quantity at the right time. This course explores the key issues involved with the design and management of supply chains specifically focusing on supply chains in industrial organizations. Major elements of supply chain management and key requirements and opportunities involved in supply chain strategy are explored. Both conceptual topics and quantitative tools are presented in this class. Syllabus for MBA 661 (PDF)
MBA 662 – Quality and Process Management
A key factor for an organization to remain competitive is its ability to produce goods or deliver services in an efficient and effective way. Quality and Process Management serves as an in-depth examination of quality principles applied specifically to manufacturing, service and supply chain environments. Managerial and statistical aspects of quality, as well as ethical and international implications, are covered. Syllabus for MBA 662 (PDF)
International Business
MBA 640 – International Marketing
The purpose of this course is to enable students to achieve an overview of marketing management issues, techniques and strategies needed to apply the marketing concept to the world marketplace. Emphasis is upon analysis of the international environmental factors, such as political, legal, economical, culture, technology, and infrastructure and its influence on marketing strategies. Syllabus for MBA 640 (PDF)
MBA 651 – International Business
The course is designed to provide an overview of current international business patterns and to gain an understanding of the social systems within countries and how these systems affect the business. Students learn the major theories explaining international business transactions and the institutions influencing the activities. Alternatives for overall corporate policy and strategy that affect global operations are explored. Students will gain an understanding of the concerns and management of international activities that fall largely within functional disciplines. Lastly, the course will provide insight into the variety of ways in which international business may evolve in the future.
MBA 652 – Global Business Seminar
The overall purpose of this course is to provide participants an opportunity to be exposed to the International Business environment. This seminar provides participants an opportunity to develop insight into the cultural, economical, and political environments of each country to be visited.
Marketing
MBA 640 – International Marketing
The purpose of this course is to enable students to achieve an overview of marketing management issues, techniques and strategies needed to apply the marketing concept to the world marketplace. Emphasis is upon analysis of the international environmental factors, such as political, legal, economical, culture, technology, and infrastructure and its influence on marketing strategies. Syllabus for MBA 640 (PDF)
MBA 641 – Integrated Marketing Communications
More and more organizations have recognized the need to have multiple areas of business development all on the same page. Whether it is integration functionally or literally, the disciplines of marketing, public relations, planning, government relations, and other sub-disciplines must come together as a unified, coordinated whole. This course concentrates on creating an understanding of Integrated Marketing Communications using a combination of lecture, interactive exercises and guest speakers from the business community. Syllabus for MBA 641 (PDF)
MBA 642 – Not-For-Profit Marketing
The world of not-for-profit is different from large manufacturing and service industries. From inclusion of fundraising, use of volunteers, and limited resources, not-for-profit marketing uses a different mind-set and expanded set of tools from it’s corporate counterpart. This course concentrates on the differences between the for-profit environment and the non-profit sector, including healthcare, human services, government, religion and utilities. The course reviews the traditional elements of marketing and their application in a non-profit environment. Syllabus for MBA 642 (PDF)
MBA 643 – Service Marketing
To gain an edge in service marketing, one must first build a strategy. That strategy must limit itself operationally and in scope or one ends up with service too diffused and ineffective. Customers can be classified in many ways; two obvious ways are the cost and convenience of serving a particular group. Good service meets or exceeds customers' expectations. A service provider can do a lot to position itself so that it can manage these expectations. Service Marketers find themselves going beyond the “4 P’s” to consider people, process, politics and the physical design that is the “servicescape.” This course concentrates on the intangible aspects and customer focus of service marketing and teaches the tools and strategies needed to succeed in a service industry using a combination of lecture, interactive exercises and guest speakers from local service organizations. Syllabus for MBA 643 (PDF)
MBA 644 – Public Relations
In today’s ever changing environment, marketers will sometimes find themselves reporting to public relations professionals, having public relations people reporting to them or working alongside PR professionals as equals. Marketers must have a clear understanding of the nuances of this communications-heavy applied social science and its sub-disciplines including special events coordination, media relations, investor relations, consumer relations, government relations and publications. This course clarifies the differences between marketing and public relations and provides those in either discipline area an understanding of the strategies and tactics of public relations and how those interact with the strategies and tools of marketing. Syllabus for MBA 644 (PDF)
Organizational Leadership
MBA 631 – Leading Organizational Change
This course addresses improving skills critical to increasing organizational effectiveness and responding to the rapid pace of change in today’s business environment. Students will explore fundamental areas necessary to leading effective individual, team and organizational change efforts. The focus is on uncovering the traps that create stress, waste resources, slow change efforts, or lead to outright failure, and discover how to lead, cope and win in the face of great change. Syllabus for MBA 631 (PDF)
MBA 632 – Organizational Stewardship
One view of corporate leadership--call it the "mythical hero" model--assigns a slightly magical, "hands-off" role to top executives. Their principal contributions to the organization come from on high: nobly empowering the troops and charismatically rallying them around the vision. A more contemporary management style, however, which seeks to foster a grass-roots effort from below, requires the hands-on involvement of senior executives in order to succeed. Though diverse in its approach and arguments, the course maintains that top executives should expand their role beyond influencing how people interact--they must roll up their sleeves and get involved in the details of products, customers, and markets. Syllabus for MBA 632 (PDF)
MBA 633 – Leading Entrepreneurial Organizations
Successful organizations emphasize learning as a means to sustain their competitive advantage. This course will focus on the study of entrepreneurship and intrapreneurship. Areas of emphasis include uncovering the methodologies and characteristics that foster innovation and achieve meaningful change in business that lead to the creation and implementation of profitable business opportunities. Syllabus for MBA 633 (PDF)
MBA 634 – Organizational Learning & Systems Thinking
After completion of this course you will have an understanding of the core competencies required for building learning organizations and you will have the experience of participating in a learning community. You will have an enhanced ability to think systematically, communicate more effectively and lead more effectively. You will be asked to clarify personal and professional visions and then use those personal visions to create a shared vision that can guide an organization on its path to becoming a learning organization. Syllabus for MBA 634 (PDF)
Technology Management
MBA 611 – Systems Development Life Cycle
Organizations can anticipate and respond to problems through innovative uses of information technology. By learning to conduct an audit of a business process, benefits can result from adding value during the process of creating, producing, or supporting a product or service. The analysis and design of an information system is based on one's understanding of the organization’s objectives, structure, and processes as well as one's knowledge of how to exploit information technology for advantage. Syllabus for MBA 611 (PDF)
MBA 612 – Emerging Technologies
For many companies, business-to-business electronic commerce seems like a confusing nightmare. Prices are under pressure. Channel behavior and acceptance are hard to predict. Competitors are innovating at unexpected places. Organizations react sluggishly. Despite all the effort that is going into electronic commerce, it’s not always clear where the profits are. This course intends to address how a business can examine itself to determine how to take advantage of the turbulence in today’s business-to-business trading environment. Syllabus for MBA 612 (PDF)
MBA 614 – Database Analysis & Design
The course is designed to give students an understanding of the theoretical and practical issues related to the management of database systems in a business environment. This involves learning the role of the databases and database applications in comtemporary organizations. To accomplish this the course provides an overall understanding of database systems, beginning with a study of the characteristics of relational database management systems and continuing with structured query language (SQL), entity-relationship diagrams, dependencies and normalization, and multi-user systems.
MBA 615 – Project Management
Project Management focuses on Information Systems project management. However, many of the principles discussed in this class may be applied to any new complex activity or project. This course will explore the popular project management theories and practices. Students will become familiar with CASE software tools used in project management. Syllabus for MBA 615 (PDF)
