MBA 681 – Global Business Conditions 3 sem. hrs.
This course explores the fundamentals of business conditions analysis – the analysis of the external factors that have a significant impact on the organizational performance. The course is intended to help students develop a better understanding of the domestic and global environments in which corporations operate. Cultural, social, political/legal, technological, economic and competitive issues are examined within the context of a business environment.
MBA 682 – Managerial Accounting 3 sem. hrs.
This course covers the accounting for a for-profit organization. It focuses on management accounting problems and issues in a complex and changing business environment. This course will enable managers to organize, direct, and adjust daily operations through performance reports comparing planned and actual results. The specific topics include job order costing, process costing, activity-based costing, the Cost of Goods Manufactured Statement, variances, and cost estimation.
MBA 701 – System & Organizational Design 3 sem. hrs.
In this course, students examine the interactions among organizational resources and technologies, organization design, management practices and external forces from a macro-organizational perspective. Topics include the interrelation of system design, work design and management theory, as well as an overview of organizational theory and design – what organizations are, how they are designed, how they operate and how they can be changed and improved through organization design. The study concentrates on organizations as systems and managerial, technical, structural, and cultural subsystems as they relate to the broader environment.
MBA 702 – Quality & Performance Mgmt 3 sem. hrs.
In this course, students examine quality management as it provides the means for the organization to define its culture and support the constant attainment of stakeholder satisfaction through an integrated system of tools, techniques and training. Concepts and practices to effectively manage, measure and improve organizational performance are also examined. Topics include a comparative analysis of influential quality theorists, such as Deming, Crosby, Taguchi and others, application of various continuous improvement techniques, definition and development of individual, group and organization-level performance indicators and performance improvement systems.
Elective Specialty Courses
Must successfully complete one of the following:
MBA 683 – Not-For-Profit Accounting 3 sem. hrs.
This course explores the accounting for hospitals and voluntary health and welfare organizations. The specific topics include financial statements and government reporting for non-profit entities, as well as Statements of Financial Position, Activities, and Functional Expenses.
MBA 743 – Social Media Marketing 3 sem. hrs.
This course introduces students to the social media marketing industry, its operations, context, and technology. Topics include online social networks, consumer-generated advertising and reviews, blogs, e-mail, viral marketing, and international implications.
MBA 761 – Entrepreneurship/Innovation 3 sem. hrs.
This course focuses on developing innovative solutions to real-world business problems and creating new business opportunities. Topics include developing and formulating new and creative business ideas, identifying the market needs and planning business opportunities, and assessing the typical operating and administrative issues.
Specialty Capstone Course
MBA 719 – Strategic Management 3 sem. hrs.
In this capstone course, students focus on the perspective and skills of the general manager. The purpose of this course is to provide practice in diagnosing and identifying realistic solutions to complex strategic and organizational problems. The course builds on the previous coursework by providing an opportunity to integrate various functional areas and by providing a total business perspective. Topics include an overview of strategic management, the process of choosing and defining purposes and objectives, identifying internal and external environmental factors relevant to strategic management, formulating and implementing a viable strategy and monitoring strategic performance. The course focuses on relationships among the firm, its strategy, and its environment; why firms choose certain businesses, which business strategies are successful, and how firms can change in response to a dynamic environment.