Master of Business Administration

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.  

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 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.

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.

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.)

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.

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.

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.

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.

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.

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 and LRSP 306 or ECON 202 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.

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.

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.