30 courses with the subject MBA, each shown exactly as we captured it from the college's catalog, with every element we hold. Where the wording looks broken, that is our reading of the catalog, not the college's text.
MBA 500Organizational Behavior and Development3
This course is a systematic study of the organizational behavior and development fields that focus on improving productivity, quality, and assisting management in developing methods to empower people as well as to design and implement change programs. The importance of person-organization fit is emphasized.
This course covers the legal and regulatory environment in which a business operates and with which it must be in compliance. Some of the ethical considerations that should be addressed in making business decisions that can balance the benefits and costs for all constituencies including society as a whole will also be covered.
This course covers marketing concepts and issues as applied to industry, nonprofit organizations and government agencies. Focus is on the unique attributes of marketing, market segmentation principles, target marketing, relationship marketing, promotion planning, market research, competitor analysis and marketing strategies.
This course provides students with frameworks and analytical tools to evaluate the economic and strategic implications, including those related to customer service, market research, financial management, product innovation, and manufacturing, of information analysis and interpretation as well as the pitfalls of making decisions based on the incorrect interpretation of data. Issues that are important to all managers are addressed.
This course examines the role of Human Resource Management (HRM) in the leadership of organizations. Topics include strategic HRM, legal environment of HR, compensation issues, labor-management relations and the development of a personal HR philosophy.
MBA 507Accounting and Finance for Business Leaders3
This course covers the analysis and interpretation of corporate annual financial reports, making credit and management decisions based upon the analysis of financial statements, preparation of operational and cash budgets, preparation of financial forecasts, the incorporation of tax implications into decision-making, analysis of sources of capital, utilization of capital budgeting techniques, monitoring of cost and budget reports, management of working capital, and consideration of ethical implications in accounting and finance decisions.
This course is designed to provide students with frameworks and analytical tools to understand the economic and strategic implications of Information Technology (IT), transformation dynamics, and risks and pitfalls of IT decisions. Information Systems issues that are important to all managers are addressed including those related to customer service, market research, financial management, product innovation, manufacturing, and knowledge management. The potential of IT to change the landscape of global competition, increase productivity, change industry structure, make markets more efficient, and alter a firm’s boundary and competitive position is covered.
The managerial economics course focuses on the application of a limited number of micro economic concepts that are relevant to business decisions. A limited number of economics concepts will be developed based upon their applicability to a range of business decisions. Among the concepts developed and applied are: elasticity, cost minimization, profit maximization, competition, productivity, marginal analysis, game theory, expected valuation, present and future valuations, capital investment modeling, demand measurement, modeling and forecasting, short and long run production planning (optimal plant sizes). Market structure discussion is presented as introduction to and application of Michael Porter’s Five Competitive Forces. While some mathematics and statistics are used to have access to some of the more powerful and useful applications of economic concepts, emphasis is on practical application rather than quantitative theory.
MBA 530Public Relations, Communications, and the Media in Sport3
Also offered as OM 531 . May not be taken if credits previoulsy earned for OM 531 . This course is designed to examine the complex relationship between sport organizations and media outlets and the varying types of communication used in sport. This course explores public relations as a vital organization function in sports, rather than just a tool that supports marketing efforts or piques media interest. In addition to covering all aspects of public relations, this course challenges students to assume the role of a public relations professional tasked with developing items like a media relations plan, community relations activities, and a crisis communication plan. Also, this course addresses the need for reputation management and the unique challenges professional and amateur athletes present to sport organizations and their public images.
This course is designed to introduce students to the fundamentals of public health, public health policy, and how public health policy is administered in the United States. While the course is largely dedicated to U.S. healthcare and public policy, it is essential that students also gain insight of how global healthcare can influence health and economic activities in the U.S. The goals for student learning are consistent with both the goals of the College of Business and the University.
(Also offered as OM 546) This course is an introduction to the economics of health and health care. It provides applications of microeconomic principles to understand health and health care issues. It provides applications of microeconomic principles to understand health and health care issues. The production of health and the provision of health care have different properties and incentives from other consumer goods, making health-related markets unique topics for study. Topics covered in this course include microeconomic tools for health economics; cost benefit analysis; production of health and demand for health care; issues in health care insurance; equity, efficiency and need; government’s role in health care; health care reform.
(Also offered as OM 547) This course blends the topics of both accounting and finance that have become part of the everyday life of most healthcare executives. This course will proved the student with the knowledge to help them understand the conceptual basis and mechanics of financial analysis and decision making and its application to the healthcare industry.
(Also offered as OM 548) This course is designed to introduce the student to the law and legal system in healthcare as to both the theoretical and practical determinants of legal decision making.
(Also offered as OM 549) This course provides an introduction and overview to leadership, management, and administration in health care. It is intended to provide fundamental background and skills needed for a leadership position in health care. The course examines comparative leadership strategies, integrating with readings, lectures, case study and guest lectures which will examine different managerial approaches to solving complex issues. The course will also include a detailed examination of large, complex health care systems, and the organizations that form the systems, comparing them to international health systems. It provides a forum for discussion of the dynamic nature of the health care system in the U.S., with particular emphasis on the challenges of governmental, regulatory, and other legal requirements in this era of health care reform.
Also offered as OM 552 . This course is an examination of the legal environment of the workplace and its impact on the human resource function. Compliance with state and federal laws and regulations will be emphasized. It offers an overview of the statutory scheme regulating employment and labor relations, presented primarily through pertinent statutes and their judicial interpretation (case law). Topics include, but are not limited to, issues of discrimination in the workplace, labor relations, health and safety issues, and employment standards.
MBA 557Performance, Compensation and Reward Systems3
Also offered as OM 557 . This course explores the performance appraisal function and process and its linkage to compensation system development, including performance-based pay and benefits (total compensation strategies), and to reward systems.
Also offered as OM 558. The course examines employee relation issues including management systems and procedures, job design, work environment, and growth and development. Additionally, students study employee services ranging from employee assistance programs and counseling to child and elder care.
Supply chain involves the management and integration of inbound, outbound and reverse flows of products, services, and related information. Students will study supply chain processes, including capacity planning, logistics, inventory control, product development, sourcing, sales & operations planning, master scheduling, and material planning. Students will be guided to apply a closed-loop approach to Supply Chain Management, employing key performance metrics.
Also offered as OM 580 . Project management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project’s goals and objectives. Project management is applicable to business, nonprofit and government organizations. In this course students learn to apply project management techniques to construct time lines and network diagrams, and critical path analysis. Also covered are interpersonal skills vital to managing cross-functional teams and the how to monitor project performance and take corrective actions to achieve objectives.
In this course students examine theories and models of organizational leadership to obtain knowledge of the historical and current research in the field. Students diagnose and analyze organizational problems and recommend appropriate methods for instituting effective organizational change. Students also focus on understanding the principles of leadership in order to adopt a personal philosophy of leadership.
This course introduces students to how an organization must in fact deal with all of the complexities and constraints of the business environment and how situational factors impact strategic decisions. The tools of strategy analysis are used extensively and the process of industry and competitive analysis is employed to make decisions and craft concrete strategic plans capable of producing organizational effectiveness. This course also serves the purpose of integrating much of the knowledge gained in the core business curriculum.
This course covers in depth the established conceptual frameworks for financial reporting and the process by which generally accepted accounting principles (GAAP), both in the United States and internationally, become required standards from the investigation of emerging issues to final passage by an authoritative body. Also, GAAP that have been adopted in the two years preceding the date of the course offering and the current status of new GAAP in the process of being investigated by authoritative bodies will be covered.
MBA 624Advanced Taxation: Corporations, Partnerships, Estates and Trusts3
This course covers the analysis and preparation of federal corporate, partnership, and fiduciary tax returns. Tax consequences of the formation, operation, and liquidation of the various forms of a corporation are also covered in depth.
MBA 631Current Issues and Trends in Insurance and Investing for Financial Planning3
This course covers the issues and trends occurring and emerging at the time of its offering related to the insurance and investing aspects of the dynamic field of financial planning.
MBA 632Current Issues and Trends in Finance and Banking for Financial Planning3
This course covers the issues and trends occurring and emerging at the time of its offering related to the fiscal, financial, and banking aspects of the dynamic field of financial planning.
MBA 640Advanced Sport Marketing: Applied Research and Strategic Plans3
Also offered as OM 640 . May not be taken if credit previously earned for OM 640 . This course is designed to expand on the traditional marketing strategies and practices covered in MBA 503: Marketing Management , and apply them to the unique sport product and sport consumers. Students will make the shift from theory to practice by examining topics like fan loyalty, sponsorships and promotions, brand development, marketing research, and strategic planning. To complete the transition, students will be tasked with developing and conducting research projects and performing strategic market planning for local sport organizations.
Also offered as OM 641 . May not be taken if credit was previously earned for OM 641 Compared to traditional business industries, the sport business industry has many unique aspects that go against traditional business models. The successes and failures of sport organizations in many instances rely heavily on the performance of their direct competitors. In this course, students are exposed to the unique aspects that make competitors on the field allies off of it. This course examines the unique business models existing in professional sports leagues, intercollegiate athletics, and international sporting events like the Olympics. Students are also challenged to identify and analyze current issues that arise during the ever changing sport business industry.
This experience is designed to integrate the knowledge and competencies covered in the MBA core and the Management Specialization courses in addressing authentic business problems and challenges.
