Master of Business Administration Course Offerings
Master of Business Administration course offerings will be found under the 4 letter code of GBUS in the course listings.
501– Foundations of Accounting and Quantitative Analysis (3)
Prerequisite: Admission to the MBA program. This course provides a strategic view of accounting principles and the basic quantitative analysis required to make financially informed business decisions through interpretation and prediction. Coverage begins with an overview of business mathematics designed to produce or reinforce fluency in algebraic concepts and probability models followed by the basics of Accounting (journal entries, the accounting equation, updating journals and obtaining trial balance).
502 – Foundations of Marketing and Management (3)
Prerequisite: Admission to the MBA program. This course will explore the foundational principles of marketing in the global economy and the management tools to aid in decisions related to strategy, the marketing mix, the environment, and competition. The course will provide an overview of business principles that drive marketing functions at the firm and consumer levels including organization, market research, distribution channels, product life cycles, and business cycles. An overview of managerial responsibilities (PUC vs P-O-L-C) and concepts such as SWOT analysis will also be discussed.
503 – Foundations in Financial Markets (3)
Prerequisite: Admission to MBA program. A survey of the foundational material in the fields of Finance and Economic Theory. Coverage begins with a review of economic principles covering supply and demand, basic industrial organization, market power, money, money supply, and markets and institutions. Financial concepts in the course will cover the time value of money, principle of risk-reward, principle of diversification, and an overview of financial statements. Case Study methodologies are introduced and course topics are integrated through carefully selected cases.
521 – Leadership and Organizational Behavior (3)
Prerequisite: GBUS 502.This course examines the theory, implications, and practical applications of contemporary leadership. Students are introduced to historical and contemporary leadership issues and theories, and the vital central role of leadership in managing and transforming organizations to meet the needs of the 21st century. Topics include leadership principles and their impact on organizational behavior, culture, motivation, group dynamics and team building, organizational structure, design, change, and development.
523 – Marketing Strategy (3)
Prerequisite: GBUS 502. This course is a study of marketing from a strategic management perspective. Emphasis is placed on marketing ‘driving’ the decision-making process, with strategic evaluation of internal (marketing mix) and external (competitive, economic, technological, social and government) forces affecting the firm. Critical evaluation beyond an introductory level is required.
525 – Management Information Systems (3)
This course explores the concept of managing information systems from a strategic management perspective. Students will think tactically and critically about how information systems can improve the efficiency and effectiveness of business processes to gain or maintain a competitive advantage. The importance of information systems in intra-organizational, inter-organizational and global business environments will be emphasized. Software applications will provide students with practical experience of business problem analysis and solution recommendations.
526 – Quantitative Business Modeling (3)
Prerequisite: GBUS 501. Spreadsheet modeling of business activities, processes, and decisions. Topics include optimization and linear programming, network models, sensitivity analysis, regression analysis, time series models and forecasting, simulation models, queuing theory, and decision analysis. Extensive use of Microsoft Excel.
527 – Accounting for Decision Making and Control (3)
Prerequisite: GBUS 501 and 503. This course introduces fundamental financial and managerial accounting concepts. Financial accounting topics include Generally Accepted Accounting Principles (GAAP), an overview of financial statements, an overview of the accounting equation, recording economic events, as well as an overview of the accounting cycle. The course also addresses basic managerial accounting concepts such as cost behavior, and incremental analysis.
528 – Financial Management (3)
Prerequisite: GBUS 501 and 503. This course focuses on financial decision making in the modern corporation by providing theory, the methods, and the concerns of corporate finance. Emphasis is placed on the application of financial data to a wide range of management decisions. The main topics include financial theories, analysis and reporting, financial markers, valuation, uncertainty and the trade-off between risk and return, capital investment decisions, capital markets and optimal capital structure.
529 – Strategic Management (3)
Prerequisite or corequisite: GBUS 521, 523, 525, 526, 527, and 528. This capstone, integrative course for the MBA program examines the complex strategic problems facing top management in a variety of contemporary organizations. Includes strategy formulation, implementation, and evaluation. Emphasis is placed on thinking strategically about management issues, problems, and decisions from the perspective of the total organization, and how the organization ‘fits’ within its environment to ensure long-term survival and success.
530 – Organizational Change and Transformation (3)
This course examines models of organizational change and development, the key role of the leader as a change agent in organizations, and considers direct application of these models and this role in case situations.
548 – Managerial Economics (3)
Prerequisite: GBUS 503. Students examine micro-economic theory with selected business applications. This course focuses on demand and supply analysis, cost and production functions, optimization techniques, pricing strategies, market structure, firm architecture, game theory and competitive strategy, and risk evaluation. Antitrust policies and other government regulations are also delineated and discussed. This course emphasizes the application of micro-economic analysis to find optimal solutions to managerial decision problems in a global environment.
551 – Project Management (3)
This course provides a comprehensive and detailed review of project management. The course will review the framework, culture, principles, and techniques of project management and explore their importance through real-world program management applications. The course will examine each stage of the project management lifecycle and their contribution to successful project management execution. Traditional concepts and tools of project management will be discussed and evaluated to identify potential shortfalls and forecast future project management needs and technologies in an ever changing 21st century global business environment.
553 – Risk Management for Project Managers (3)
Prerequisite: GBUS 551. This course builds upon topics covered in GBUS 551 and studies issues of risk for every stage of project management. Issues of impact, risk assessment, and quantitative and qualitative techniques to evaluate risk are discussed. This course also investigates the importance of contingency plans and proper filing systems.
555 – Contracting for Managers (3)
This course provides a general management overview of the contracting and procurement process. It emphasizes contracting and procurement’s strategic role, its effect on organizational operations, the importance of the organization’s internal and external linkages (e.g., supply chain), and performance risk sharing through type of contract selection. Ethical and legal aspects of contracting are presented.
557 – Human Resource Management and Development (3)
This course examines the human resource management function of an organization’s personnel/human resource department, and the effective utilization of human resources as a critical responsibility of all managers. Topics include employment planning, recruitment and selection, performance measurement, training and development, compensation, and labor relations.
558 – Legal and Regulatory Environments of Technology Management and Emerging Technologies (3)
This course examines the legal and regulatory framework for professionals who have responsibility for managing the use and development of technology in the workplace. Students consider the historical foundation and current status of laws that govern technology. In addition, they analyze issues concerning federal legislation, litigation, and policy concerning those with disabilities. And they evaluate meaningful access and privacy issues in the use and development of technology. Topics include laws surrounding Internet use in the workplace, right of access to information, the free flow and use of information, and the roles of government and the private sector in protecting access and privacy. The course assesses how litigation, the Assistive Technology Act and the Americans with Disabilities Act impact the use and development of technology in the workplace. Students also assess technology law as it relates to relevant issues surrounding confidentiality of medical information, intellectual property, and cybercrime. (Cross listed with INDT 558 and MMIS 558. Credit is awarded for only one of these.)
560 – Computer-Based Decision Support Systems (3)
This course explores the use of Decision Support Systems (DSS) within public and private organizations. Conceptual and practical discussions help students understand the design and use of these systems. Students explore commonly used DSS tools and the possible incorporation of these tools in different business environments. A simple decision support system is designed and developed during the course using a commercially available tool or programming language.
570 – Special Topics (1-3)
Prerequisite: Topic dependent. Selected topics reflect faculty specialization or program needs. A special topics course provides opportunities for additional study in a particular specialized area. May be repeated for credit with a change in topic and mentor permission.
591 – Directed Study (1-3)
Prerequisite: Permission of faculty advisor. This is an individual study under faculty direction on a topic of relevance to the MBA program.
599 – Internship (1-6)
Prerequisites: Current enrollment as a degree-seeking student in the MBA program, completion of at least six credits in the MBA program, a minimum GPA of 3.0, and approval of the faculty advisor. The Professional Experiences and Networking Program (PEN) offers students opportunities to experience various fields of employment while working with a variety of organizations on important and challenging projects. These experiences augment classroom learning while allowing on-the-job training.