|
MBA
|
510E
|
International Marketing
|
(3)
|
|
Explores marketing strategies unique to international business. Focuses
on modifications of marketing strategies and tactics occasioned by environmental
differences. Prerequisite: MBA 645C.
|
|
|
|
MBA
|
520E
|
International Management
|
(3)
|
|
Explores and analyzes the practice of global management. The focus is
on the entire spectrum of international management, including large multinational
enterprises. Students study both the general internationalization process
and the more comprehensive and complex management requirements of global
business organizations.
|
|
|
|
MBA
|
522E
|
Human Resource Management
|
(3)
|
|
An overview of the field of human resource management, including issues
in employee influence, managing human resource flow, reward systems, and
work systems. Topics studied include aspects of international human resource
management, including personnel selection for international operations,
cross-cultural training for overseas assignments, management development
in the global context, and cross-cultural issues in motivation, productivity,
performance appraisals, and compensation.
|
|
|
|
MBA
|
523E
|
Compensation and Benefits
|
(3)
|
|
Provides an understanding of traditional and evolving reward systems.
Includes the development of the basic tools of compensation, analyzing
wage and salary systems, establishing a compensation structure, exploring
incentive plans of various forms, and managing executive compensation.
Explores the design of benefit plans, managing the bidding process, setting
up efficient administrative systems, and complying with pertinent laws
and regulations. Prerequisite: MBA 522E.
|
|
|
|
MBA
|
524E
|
Human Resource Planning and Staffing
|
(3)
|
|
Designed to provide an in-depth understanding of the planning and staffing
functions within the HRM department. Includes forecasting employment needs,
managing recruiting, coordinating the employment process, interviewing
techniques, pre-employment testing, orienting the new employee, and employment
law. Prerequisite: MBA 522E.
|
|
|
|
MBA
|
530E
|
International Economics
|
(3)
|
|
A survey course in international trade dealing with the economic basis
for trade among nations, tariffs, customs unions, balance of payments,
exchange rates, and public policy. Prerequisite: Economics Literacy; MBA
620C, 655C.
|
|
|
|
MBA
|
534E
|
Labor Relations Economics
|
(3)
|
|
Introduction to labor market economics. Survey course in wage theory,
labor mobility, unionism, collective bargaining, employment, and public
policy. Prerequisite: Economics Literacy.
|
|
|
|
MBA
|
535E
|
Macroeconomic Theory
|
(3)
|
|
Intermediate study of income, employment, and output; also the role of
fiscal and monetary policies. Prerequisite: Economics Literacy; MBA 620C.
|
|
|
|
MBA
|
540E
|
Financial Accounting Theory and Practice I
|
(3)
|
|
The central objective of this course is to provide in-depth coverage
of financial accounting and reporting topics from both a theoretical and
practical standpoint. This objective is accomplished through a combination
of reading assignments, classroom lecture/discussion sessions, assignments,
cases, and student presentations. The course seeks to sharpen students'
analytical and interpretative skills, as well as their oral and written
communication skills, through exposure to practical business situations.
The course covers the FASB conceptual framework. Prerequisite: ACCT 360.
|
|
|
|
MBA
|
541E
|
Financial Accounting Theory and Practice II
|
(3)
|
|
Provides a comprehensive examination of the treatment of acquisitions
and mergers, preparation of consolidated financial statements, principles
of accounting for partnerships, not-for-profit accounting, and foreign
currency transactions. Prerequisite: ACCT 360.
|
|
|
|
MBA
|
550E
|
International Finance
|
(3)
|
|
Topics studied include financing of international transactions, balance
of payments between nations, international financial institutions and
foreign exchange markets. Prerequisites: Finance Literacy; MBA 620C, 630C.
|
|
|
|
MBA
|
560E
|
Entrepreneurship
|
(3)
|
|
The course provides students with an understanding and background of
the skills, concepts, attitudes, and knowledge necessary for creating
and managing new business ventures. Students review typical pitfalls in
starting a new business venture and learn to develop a business plan for
potential investors. Prerequisites: MBA 620C, 635C.
|
|
|
|
MBA
|
593E
|
Telecommunications and Integrated Information Systems
|
(3)
|
|
Methods of integrating technology in management information systems,
telecommunication and data communication concepts, design, architecture,
networking, and distributed systems. Introduces students to the concepts
of data communications and reviews in-depth the physical aspects of data
communications, computer networking, and data management.
|
|
|
|
MBA
|
600C
|
The Language of Strategy
|
(2)
|
|
This course is designed to orient the new MBA student to the concepts
and language of business policy and strategy, and to prepare the student
for more in-depth discussion of strategic/organizational management principles
in future coursework. The student is introduced to the tools of strategic
decision making, basic analysis of competitive advantage, and strategy
alternatives at various levels. In addition, the student will learn and
exercise creative thinking and problem solving skills. This course is
co-requisited with MBA 605C, and must be taken simultaneously.
|
|
|
|
MBA
|
605C
|
Executive Development
|
(2)
|
|
No matter the level or role an individual plays within an organization,
to be successful it is critical that each member: takes on an appropriate
leadership role, has the requisite skills to drive success, and knows
how to work with and through teams to achieve success. This three part
course is designed as a distinctive approach to executive development.
The cornerstone component of this course is to immerse students in situations
that develop their leadership, their communication presentation skills
and their teambuilding abilities. This course is co-requisited with MBA
600C, and must be taken simultaneously.
|
|
|
|
MBA
|
610C
|
Data Analysis for Decision Making
|
(2)
|
|
One of the sources of successful management is the ability to find the
information needed, to understand it, and to use it effectively. This
course teaches how to seek and analyze the data for managerial decision
making. Topics include risk analysis, predictions and forecasting, with
applications in different areas of managerial decisions. Prerequisites:
Statistics, Quantitative Methods Literacy.
|
|
|
|
MBA
|
611E
|
New Product Development
|
(2)
|
|
New products and services are critical to the growth and profits in many
industries. The success of new products begins with the understanding
of adding consumer value and meeting the perceived needs of current or
future customer segments. Appropriate management of the new product development
process and the risks involved will maximize the probability of success
and increased profits. Prerequisites: MBA 610C, 645C.
|
|
|
|
MBA
|
612E
|
Qualitative Research
|
(2)
|
|
The course will cover theoretical, practical, and specific examination
of various paradigms for conducting qualitative work including strategies
to study people in their natural setting. Techniques for collecting, analyzing,
interpreting, and reporting findings will be examined and practiced. Qualitative
is not synonymous with interpretive. Qualitative research may be interpretive
based upon the philosophical assumptions of the researcher. Prerequisite:
MBA 610C.
|
|
|
|
MBA
|
615C
|
The Ethical Leader
|
(2)
|
|
Advances students' understanding of ethics and ethics within the context
of business. The objective(s) of this course is to help students recognize
ethical situations when they appear, provide various perspectives upon
both the normative and descriptive nature of ethics, explore reasons as
to why one might come to hold certain views, and to provide some empirical
data as to not only what this particular class believes but what ethical
views people in general really do hold. Prerequisite: MBA 605C.
|
|
|
|
MBA
|
615E
|
Personal Financial Planning & Insurance
|
(3)
|
|
This course is an introduction to the basics that will form the foundation
of knowledge for the financial services professional. The financial planning
process, as well as the legal, ethical, and regulatory issues affecting
financial planners, and time value of money concepts are covered. The
course continues with a discussion of the principles of risk management
and insurance, allowing the student to identify a client's risk exposure
and select appropriate risk management techniques. Prerequisite: Economics,
Finance Literacy.
|
|
|
|
MBA
|
616E
|
Retirement Planning & Employee Benefits
|
(3)
|
|
This course covers all the major retirement-related issues: retirement
savings need analysis, qualified retirement plan design, Social Security,
Medicare, and more. In addition, group life, health, and disability insurance;
nonqualified deferred compensation; and other commonly provided employee
benefits are examined. Prerequisite: MBA 615E.
|
|
|
|
MBA
|
617E
|
Securities Regulations and Trading
|
(3)
|
|
This course is an introduction to the Securities Industry. It focuses
on the rules, regulations, and laws an individual must know to be prepared
to function as a licensed professional dealing with securities. Prerequisites:
MBA 615E.
|
|
|
|
MBA
|
620C
|
Understanding Market Dynamics
|
(2)
|
|
This course analyzes the multi-faceted environment in which the firm
has to operate in today's complex world. Economic, political and other
forces influencing the firm's position and its possible strategies are
discussed, on all pertinent level: global, national, as well as the level
of firm's own industry. Prerequisites: Economics Literacy; MBA 600C.
|
|
|
|
MBA
|
621E
|
Services
|
(2)
|
|
This course aims to develop a better understanding of best practices
in the service sector, and to provide leading-edge examples of innovative
firms and the strategies they have employed to create and maintain competitive
advantage. Many "breakthrough" service firms use information
technology and globalization to reinvent the nature of the service itself,
with alternative delivery systems, new and creative ways of meeting customer
needs, and operating strategies that seemingly defy geographic logic.
Identifying and appreciating these trends is important for general managers
seeking opportunities in a world economy that is increasingly focused
on service. Prerequisites: MBA 640C.
|
|
|
|
MBA
|
622E
|
Business Plan Development
|
(3)
|
|
Develops a framework for beginning an entrepreneurial firm with the focus
on being and remaining innovative, starting with the business plan and
continuing through the firm life cycle. Using case studies to develop
successful business plans, the course specifically analyzes the market
need, financing options, demand estimation, and financial forecasting.
Through each phase of the planning, special emphasis is accorded to issues
surrounding firm flexibility v. rigidity for maximum receptiveness to
innovation. Models for the continued use of planning criteria for post
start-up phases are developed and analyzed. Prerequisite: MBA 620C, 625C,
635C, 645C.
|
|
|
|
MBA
|
623E
|
Simulation Modeling
|
(2)
|
|
In today's complex business environment, managers must be able to make
increasingly more complex decisions. By using simulation techniques within
basic spreadsheets, managers can build powerful models for decision making.
This course aims to introduce simulation software and discuss how a multitude
of business decisions can be enhanced by simulation models. We will cover
a range of applications from finance (e.g., valuation, cash management,
real options), marketing (e.g., market share with advertising and promotions),
operations (e.g., capacity planning, inventory management), and economics
(e.g., competitive bidding). These applications allow us to introduce
advanced simulation topics such as optimization of simulation models,
as well as to provide the student with a broad range of simulation modeling
experience and skills. Prerequisites: MBA 610C, 640C.
|
|
|
|
MBA
|
624E
|
Entrepreneurial Finance and Equity
|
(2)
|
|
Follows the firm from acquisition of start-up capital through financing
options. This course analyzes the concepts and institutions involved in
each phase, weighing the appropriateness of financing from both demand
and supply perspectives. Course examines actual proposals made to venture
capital firms and critically analyzes financial viability. Course includes
financing start-ups, financial planning for the smaller enterprise, going
public, selling out, bankruptcy, and evaluating multiple capital sources.
Prerequisite: MBA 645C.
|
|
|
|
MBA
|
625C
|
Financial Reporting and Control
|
(2)
|
|
This course explores the concepts and problems of recording, analyzing
and reporting business transactions and processes for decision-making.
It covers reporting and control techniques for both internal and external
users of financial information including the primary financial statements,
costing of products and services, and financial planning. Prerequisite:
Accounting, Finance Literacy; MBA 610C, 615C.
|
|
|
|
MBA
|
626E
|
Case Studies in Entrepreneurship
|
(3)
|
|
This course develops the qualitative tools necessary for successful entrepreneurship
and/or intrapreneurship. Specific areas of coverage are: leadership and
the firm life cycle, the art of negotiations, evaluating venture opportunities,
managing in the face of constraints to firm and product innovation, and
the importance of decision making. Prerequisite: MBA 560E.
|
|
|
|
MBA
|
628E
|
The Process of Innovation
|
(3)
|
|
This course develops the framework for innovation. The innovation process
is divided into the pre-market (entrepreneurial and intrapreneurial) phase
and the commercialization phase. In the pre-market phase, topics include
the innovation environment within and outside the firm, the process of
intellectual property rights, and evaluating the value of a potential
innovation. The commercialization phase analyzes the process of protecting
differentiation, determining production methods, and marketing the innovation.
Case studies are used to analyze theory and to develop new models. Prerequisite:
MBA 605C.
|
|
|
|
MBA
|
630C
|
Financial Design and Analysis
|
(2)
|
|
This course builds on the concepts and applications in Financial Reporting
and Controls, focusing on three leadership decisions: (1) How to evaluate
investment opportunities; (2) How financial policies affect firm liquidity;
and (3) How integrated financing decisions affect firm value. The course
will take a corporate perspective relative to growth, cash flow implications
for valuation, liquidity and working capital, financial alternatives and
their costs, capital structure and the impact of leverage, and income
distribution models and dividends. Prerequisite: MBA 625C.
|
|
|
|
MBA
|
631E
|
Business Valuation
|
(2)
|
|
This course focuses on the theory and, more importantly, the practice
of determining the value of closely help businesses as well as start-ups.
In addition to determining value, the class will focus on value creation,
valuation as it applies to mergers & acquisitions and value management
within organizations. This course will be of particular interest to students
who are interested in pursuing careers in entrepreneurial settings such
as starting a company, purchasing a business, working in business development,
mergers & acquisitions and the practice of professional business valuation.
Prerequisites: MBA 620C, 625C, 635C.
|
|
|
|
MBA
|
632E
|
Mergers & Acquisitions
|
(2)
|
|
This course studies the theory, strategy and execution of mergers and
acquisitions. M&A is among the most dynamic, and difficult, strategic
activities that firms can undertake. While the market for M&A has
been very cyclical, corporate strategists need to understand the application
of M&A techniques, including due diligence, deal structure, valuation,
financing, and post-merger integration issues. Prerequisites: MBA 625C,
635C.
|
|
|
|
MBA
|
635C
|
Executive Financial Decision Making
|
(2)
|
|
This course introduces techniques for high-level financial performance
evaluation and decision-making. It requires students to utilize and synthesize
finance and accounting concepts introduced in MBA 625 and 630. Topics
include valuation, due diligence, mergers and acquisitions, and financial
statement analysis. Prerequisites: MBA 625C.
|
|
|
|
MBA
|
640C
|
Managing Processes
|
(2)
|
|
Upon the completion of this course, students will be able to explain
and illustrate the purpose, importance and place of operations management
in organizations; identify and discuss the key operational issues faced
by operations managers; and select and apply appropriate tools and techniques
to analyze complex operational issues, and use them to develop viable
courses of action. Prerequisites: Statistics, Quantitative Methods Literacy;
MBA 610C.
|
|
|
|
MBA
|
641E
|
Individual Income Taxation
|
(3)
|
|
Designed for both accounting and non-accounting students. The course
provides comprehensive coverage of the Federal income tax structure and
application of tax principles to preparation of individual tax returns.
|
|
|
|
MBA
|
642E
|
Estate and Tax Planning Strategy
|
(3)
|
|
This course deals with the Federal tax statutes, regulations, rulings,
and leading cases applicable to individual and other taxpayers with special
emphasis placed upon estate planning. The probate process, federal gift
taxes, estate taxes, trusts, and valuation of assets are areas covered
in this course.
|
|
|
|
MBA
|
643E
|
Corporate Income Taxation
|
(3)
|
|
Provides comprehensive coverage of the Federal income tax structure and
application of tax principles to specific problems. Encompasses partnerships,
corporation, and other taxation areas. Prerequisites: Accounting Literacy.
|
|
|
|
MBA
|
645C
|
Value Creation and Delivery
|
(2)
|
|
A quick survey today of organization mission statements and strategies
reveals that executives place emphasis on a market based focus while providing
value to consumers through the satisfaction of consumer needs. Understanding
the market and consumers and then interpreting this information into viable
marketing strategies is the goal of marketing management. Marketing is
not just a functional area; it is a way of conducting business in today's
competitive environment. Marketing must be understood by every member
of the organization, not just tasks relegated to the 'marketing department'.
This course contains on-line and in class components. Lectures, presentations,
cases, projects, and interaction with the business community comprise
the delivery methods. Prerequisites: MBA 610C, 615C, 620C.
|
|
|
|
MBA
|
648E
|
Special Topics in International Business
|
(3)
|
|
Special topics in international business are offered periodically under
this course number.
|
|
|
|
MBA
|
650C
|
Leading in Dynamic Organizations
|
(2)
|
|
The purpose of this course is to help students learn the social science
tools needed to lead and manage people and organizations effectively.
A variety of hands-on activities in real and hypothetical organizations
are used to teach the principles governing human behavior at the individual,
group and organizational levels. Learning activities are designed to maximize
the personal relevance of each topic and illustrate how the concepts apply
to actual organizations. Prerequisite: MBA 605C.
|
|
|
|
MBA
|
653E
|
Internship
|
(1-3)
|
|
Work experience in field of study or career. Prerequisite: completion
of a minimum of 15 Westminster credit hours, completion of the Career
Center Internship workshop, and consent of Practice Experience Coordinator
and Career Center Internship Coordinator.
|
|
|
|
MBA
|
655C
|
Global Environment of the Firm
|
(2)
|
|
In today's global economy, the firm never operates locally. Even a regional
US firm is impacted daily by competition from around the world, since
it has to face international forces affecting its product market, its
factor markets and its related industries. This course provides a framework
to develop strategies incorporating global influences for both the firm
seeking to compete globally and the firm facing competitive pressures
from abroad. Economic, social, financial, demographic and cultural aspects
are considered. Prerequisites: MBA 620C, 635C.
|
|
|
|
MBA
|
655E
|
Management Support Systems
|
(3)
|
|
Examines the information systems used to support managerial decision-making.
Includes an in-depth study, design, and development of a multimedia system.
Other topics covered include executive information systems and group decision
support systems.
|
|
|
|
MBA
|
658E
|
Communication & Interpersonal Skills
|
(3)
|
|
This skill-building course focuses on the communication tools needed
to work in teams, manage people, and influence others. Students will use
the behavioral simulation lab each class session to practice skills and
receive feedback. Skill modules include interpersonal communication, listening,
discussion facilitation, oral presentations, and business writing. Persuasion,
negotiation, and conflict management are key topics. Prerequisites: MBA
605C.
|
|
|
|
MBA
|
659E
|
Special Topics in Management Information Systems
|
(3)
|
|
Special topics in management information systems are offered periodically
under this course number.
|
|
|
|
MBA
|
660E
|
Special Topics in Business
|
(3)
|
|
Special topics in business are offered periodically under this course
number.
|
|
|
|
MBA
|
661E
|
Econometrics
|
(3)
|
|
Introduction to simple and multiple regression analyses with applications
to business and economics. Course is designed to provide more advanced
statistical tools helpful in managerial decision-making. Prerequisites:
Economics, Statistics, Quantitative Methods Literacy.
|
|
|
|
MBA
|
662E
|
Special Topics in Economics
|
(3)
|
|
Special topics in economics are offered periodically under this course
number.
|
|
|
|
MBA
|
663E
|
Special Topics in Finance
|
(3)
|
|
Special topics in finance are offered periodically under this course
number.
|
|
|
|
MBA
|
664E
|
Organizational Development and Change
|
(3)
|
|
Study of models, theories, and methods used in changing entire organizations
or major organizational sub-units to achieve improved performance. Prerequisite:
MBA 650C.
|
|
|
|
MBA
|
665E
|
Strategic Marketing
|
(3)
|
|
Explores marketing strategy and tactics necessary for effective managerial
decision-making. Development of strategy and tactics is accomplished through
case studies. Prerequisite: MBA 645C.
|
|
|
|
MBA
|
666E
|
Special Topics in Accounting
|
(3)
|
|
Special topics in accounting are offered periodically under this course
number.
|
|
|
|
MBA
|
667E
|
Management Information Systems
|
(3)
|
|
Investigates theories and principles of systems analysis and design from
a macro perspective. Develops procedures for analyzing systems in general
and the specific application to integrated management information systems.
|
|
|
|
MBA
|
668E
|
Directed Studies
|
(1-3)
|
|
Independent research/readings in areas not fully covered by core or elective
courses. Prerequisites: all MBA survey courses and consent of instructor
and school dean.
|
|
|
|
MBA
|
669E
|
Leadership
|
(3)
|
|
Examination of leadership theories and principles studied within the
framework of the organization. Styles, skills, mentoring, influence processes
and power bases will be investigated and personal leadership skills will
be developed. Prerequisite: MBA 650C.
|
|
|
|
MBA
|
670C
|
Achieving Competitive Advantage through Applied Strategy
|
(2)
|
|
This course is 100% case-based and is designed to integrate the learning
from past coursework and experiences through applied analysis and problem
solving. Students evaluate real-world business scenarios and create recommended
strategies for organizations. Portions of the coursework are completed
individually, but the lions-share of the work is designed to be team-based.
Students are required to successfully complete a thorough (team-based)
corporate analysis project (or similar). Prerequisite: Completion of all
courses in Module 2.
|
|
|
|
MBA
|
670E
|
Training and Development
|
(3)
|
|
Examines the nature of adult learning, training, and development. Focuses
on the process of identifying training needs, specifying training objectives
and developing training programs. Prerequisite: MBA 605C.
|
|
|
|
MBA
|
672E
|
Marketing Research
|
(3)
|
|
Covers the range of marketing research activities and methods, including
problem definition, sources of data, questionnaire design, sampling, and
the analysis of data with respect to marketing problems. Prerequisites:
Statistics Literacy; MBA 645C.
|
|
|
|
MBA
|
674E
|
Special Topics in Marketing
|
(3)
|
|
Special topics in marketing are offered periodically under this course
number. Prerequisite: MBA 645C.
|
|
|
|
MBA
|
675E
|
Database Management
|
(3)
|
|
Methods of structuring information, database organization, and concepts
and techniques for storing and accessing information in an organization.
Examines the organizational implications of databases, information structures
and file organization, DBMS goals and objectives; design and implementation
of network, hierarchal, and relational database models, and database administration.
|
|
|
|
MBA
|
677E
|
Development and Future of Management Thought
|
(3)
|
|
This course is designed to explore and analyze the development of different
management philosophies. Students become familiar with the history of
management thought and its impact on current management theory, practice,
and philosophy. They also analyze why and how management philosophy in
general must adjust to new organization models and structures. Prerequisite:
MBA 605C.
|
|
|
|
MBA
|
679E
|
Management Consulting
|
(3)
|
|
Gives MBA students an opportunity to participate in a management consulting
engagement with an actual business or non-profit organization. Students
receive a comprehensive orientation in managing and conducting a consulting
engagement. They are then assigned to a consulting team to conduct an
actual engagement under the direction and supervision of a faculty advisor;
students present their findings to the client. Prerequisite: completion
of MBA core coursework.
|
|
|
|
MBA
|
690E
|
Investment and Portfolio Management
|
(3)
|
|
Introduction to various investment vehicles including stocks, bonds,
and various contingent investments and their uses. Includes various investment
strategies such as hedging and portfolio analysis.
|
|
|
|
MBA
|
691E
|
Advanced Managerial Finance
|
(3)
|
|
Develops the theory of finance underlying all areas of finance and focuses
on in-depth applications of investments, capital budgeting, capital structure
and cost of capital, and merger and acquisition. Prerequisites: MBA 625C,
635C.
|
|
|
|
MBA
|
693E
|
Business Forecasting
|
(3)
|
|
Designed to introduce students to advanced statistical forecasting procedures.
Addresses the process of assessing the need for forecasting, choice of
forecasting tools, evaluation of the forecast and how to present results
to management. Topics include exploratory data analysis and graphing techniques,
data transformations and smoothing, multivariate regression models, simultaneous
system estimation, and time series analysis. Prerequisite: Statistics,
Quantitative Methods Literacy; MBA 661 is recommended.
|
|
|
|
MBA
|
694E
|
Business Systems Analysis and Design
|
(3)
|
|
The analysis and logical design of business data processing, management
information, and management control systems, project management and cost-benefit
analysis, and techniques for stating and analyzing information systems
requirements.
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MBA
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695E
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Information Systems Planning and Policy
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(3)
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Focuses on the relationship between information system planning and overall
organizational strategy. The course covers planning and control, application
development and maintenance, systems management and control, I/S strategy,
social and legal perspectives, as well as other selected topics.
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MBA
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699C
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International Context Trip
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(1)
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This course is designed to give context to the program in an international
perspective. Students will travel to a region outside the U.S. for a nine
day period, analyzing the social, cultural, political, and technological
aspects of doing business in a global environment. Prerequisite: Completion
of all module 2 courses.
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