Master of Business Administration Course Offerings
Master of Business Administration course offerings will be found under the 4 letter code of MBUS in the course listings.
501A – Organization Theory and Design (3)
This course studies organizational theory, the design dimensions and structure of organizations, and organizations as complex social systems. Included is the application of organizational theory concepts to new and emerging organizational structures. Particular attention is given to understanding the relationship between organizational structure, managerial action, and competitiveness.
502 – Financial Management (3)
Prerequisite: LRSP 344 or BUAD 381 or equivalent and MBUS 559. This course focuses on financial decision making in the modern corporation by providing theory, the methods, and the concerns of coporate 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.
512 – Organizational Research and Assessment (3)
Prerequisite: BPST 316 or equivalent. Emphasis is on developing and executing basic research designs to provide data for organizational problems and assessing organizational performance in a variety of areas such as customer satisfaction, market share, product quality, and employee job satisfaction. Topics include research design, data collection, data analysis and interpretation, and reporting research results.
516 – Project Management (3)
This course provides a comprehensive overview of project management. The course addresses the framework, culture, principles, and basic techniques of project management. The course reviews the general stages of a project and describes how the stages interrelate. Basic tools of project management, such as work breakdown structure, scheduling, earned value analysis, and risk management, are introduced and used in student assignments. The elements of project management critical to the success of a project also are identified and explained. The principles and tools are integrated and clarified through case studies from a variety of organizational settings and through creation of project management plans developed by students working in teams.
517 – Organizational Behavior (3)
An examination of the principles and practices related to the effective management of organizational behavior from a line manager’s perspective. The course examines the role of individual differences, perception, learning, motivation, leadership, communication, group dynamics, group and team dynamics, conflict, stress, and other factors that impact individual job performance and overall organizational performance in contemporary businesses, not-for-profits, and public sector agencies. Emphasis is placed on underlying causes of human behavior in organizations, and how to effectively manage behavior in work settings. Experiential exercises are used to enhance learning and integration of key management skills related to managing human behavior at work.
518 – Budgeting and Finance in the Public Sector (3)
Prerequisite: ACCT 201 or equivalent. This course examines budgeting and financial policies and practices in the public and nonprofit management arena. Students gain an understanding of the role of finance in public and nonprofit organizations, the processes and methods relevant to fiscal health, and strategies related to constructing budgets and developing and capital improvement plans.
521 – 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.
523 – Marketing Strategy (3)
Prerequisite: LRSP 308 or BUAD 310 or equivalent. 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.
524 – Learning Organizations and Knowledge Management (3)
This course covers knowledge management’s value to organizations, creating and sustaining a learning organization, and generating intellectual capital.
525 – Leadership and Organizational Behavior (3)
Prerequisite: LRSP 308 or BUAD 300 or equivalent. 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.
526 – 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. (Credit is not granted for both MBUS 522 and MBUS 526.)
527 – Legal and Regulatory Environment of Public Administration (3)
Students in this course study the constraints imposed on public administrators by law and judicial oversight. Topics include the legal basis and statutory framework for administrative agencies and actions in government, including federal and state constitutions.
528 – Personnel Administration in the Public Sector (3)
This course studies current practices in managing human resources in public and nonprofit organizations. Topics include compensation, classification, affirmative action, performance appraisal, labor relations, unions, and legal decisions affecting personnel issues in the public sector.
529 – Quantitative Business Modeling (3)
Prerequisite: BPST 316 or equivalent. 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.
531 – Designing, Implementing, and Evaluating Training Programs (3)
This course provides the tools and techniques necessary for planning, organizing, constructing, and evaluating a performance-based training program. Topics include assessing training needs, setting performance standards, instructional design, program delivery, and evaluation measures for improvement of instruction and program delivery.
532 – Federal Procurement Policy and Practices (3)
This course covers the major topics in contract formulation, administration, termination, and performance assessment, including the laws regarding government contract formation. Subcontract administration, acquisition strategies, and ethical and legal aspects of procurement policies are emphasized.
533 – Contract Performance and Evaluation (3)
Prerequisite: MBUS 532 or MBUS 583. This course covers contract performance and evaluation topics, such as administrative contracting officer duties and assignments, payments, and past performance. Ethical and legal aspects of contract performance are presented.
534 – Pricing Contracts (3)
Prerequisite: BPST 316. This course covers cost and price analysis concepts and principles. It addresses current methodologies used in the development of cost analysis studies. Ethical and legal aspects of contract pricing are presented.
535 – Negotiation and Persuasion (3)
This course is designed to broaden students’ understanding of negotiation and interrelated processes (e.g., communication, persuasion) within and between organizations. Extensive in-class negotiations focus on various negotiation tools and techniques and in a variety of contexts (e.g., one-on-one, team-based, and global negotiations) to build negotiation skills and confidence. Ethical and legal aspects of negotiation are presented.
537 – 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.
539 – Project Evaluation (3)
Prerequisite: MBUS 516. This course presents a variety of methods and theories for the financial and technological evaluation of a project. Topics include definition and evaluation of mutually exclusive alternatives, analysis of replacement, synergy analysis with existing operations, and considerations of size and risk of investments. Emphasis is given to the direct application of these theories and techniques using exercises and class discussion of business cases from different industries and organizations. A final comprehensive feasibility study of a real business dilemma serves as a capstone project for this course.
542 – Intergovernmental Relations (3)
This course examines the relationships among federal, state, and local units of government. Topics include current trends, issues, judicial interpretations, and administrative actions involving intergovernmental relations.
546 – Risk Management for Project Managers (3)
Prerequisite: MBUS 516. This course builds upon topics covered in MBUS 516 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.
547 – Quality Management for Projects (3)
Prerequisite: MBUS 516. This course examines the evolution and scope of Total Quality Management (TQM) and its applications in project management. Topics include quality assurance and control as applied to the different stages of project management, the importance of quality statistical control and documentation, and the role of national and international certifications. A final comprehensive project conducted by students applies these principles and techniques to a real business setting.
548 – Managerial Economics (3)
Prerequisite: LRSP 306 or ECON 201 and 202 or equivalent. 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.
549 – Quantitative Modeling and Supply Chain Management (3)
Prerequisite: LRSP 316 or MATH 200 or equivalent. This course is intended to introduce students to core supply chain concepts while simultaneously developing skills in quantitative modeling and analysis. Heavy emphasis is placed on applying modeling approaches from operations research to complex problems found in supply chain management. Topics include linear and integer programming, network models and supply chain network design, scheduling and aggregate planning models, inventory models, and demand forecasting models. Students will also gain experience using optimization software including Excel Solver and ILOG Optimization Studio.
550 – 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.
554 – Management Risk Analysis (3)
Students research how computer simulations are used for risk management in today’s technology business environment. Computer simulation methodology and how it applies to risk management methodology is presented. Students are expected to execute several existing risk simulation models. Results from these models are used to rank identified risks, design and develop appropriate risk management strategies, and assess the overall effects on an organization. (Credit is not granted for both MMIS 554 and MBUS 554).
555 – Knowledge Management Systems (3)
This c ourse examines the shift from transaction processing to technical, information, and application architectures. Methods for gathering, organizing, sharing, analyzing, and disseminating knowledge to the appropriate levels within the organization for better decision making are discussed in detail. (Credit is not granted for both MMIS 554 and MBUS 554).
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.)
559 – Accounting for Decision Making and Control (3)
Prerequisite: LRSP 201 or BUAD 132 or equivalent. 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.
566 – The U.S. Health Care System (3)
This course provides an overview of the U.S. health care delivery systems. The structure, organization, governance, and process of heath care are introduced. A systems framework is used to provide a theoretical, as well as a practical basis, in order to explore the subsystems of public, private, and social elements that impact the U.S. health system and provide the context for the future course work.
567 – Health Care Economics (3)
Prerequisite: LRSP 306. This course covers the basic economics of health care including, but not limited to: demand for health insurance, moral hazard, health as an investment, technological change, occupational entry, supply of physician services, and the competing objectives of agents in the health care marketplace. The role of insurance as a risk-sharing device is explored, along with its implications for pricing and health care utilization.
568 – Health Care Accounting and Financial Management (3)
Prerequisites: ACCT 201. This course focuses on applying financial management concepts to health care organizations. It is intended to provide an overview of important financial concepts, issues, tools, and vocabulary useful both for policy makers and administrators. The effect of health care payment systems is analyzed. Students learn to read and evaluate financial information in the context of the health care environment. This course assumes familiarity with Excel or an equivalent spreadsheet package.
569 – Health Care Policy and Legislation (3)
Prerequisite: MBUS 566. This course provides an understanding of the broad context of health policy and legislation and its effect on the planning, delivery, and financing of health services. It looks at the way health policies and laws are formulated, enacted, and enforced. Ethical principles and issues are also explored.
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.
584 – Policy Development, Analysis, and Implementation (3)
Prerequisites: Completion of 6 graduate credits from the public administration concentration, or permission of the faculty advisor. This course examines the process by which public policies are formulated, implemented, and evaluated. Topics include analysis of program objectives, evaluation methodologies, and the administration of evaluation systems.
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.
595 – Strategic Management (3)
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. (Must be taken during final semester of enrollment in the 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.