Course Descriptions

Prefix: MBA

601 Human Resource Management (3)
This survey course is designed to provide the line manager or staff specialist with an expanded understanding of the processes which management utilizes today to ensure that the right number/quality of persons are being hired, that appropriate governmental regulations are being adhered to, and that the internal policies provide a work environment which encourages cost-competitive labor costs and maximum worker satisfaction.

603 International Business (3)
This course focuses on the opportunities and risks of the complex environment of international business, with an emphasis on the unique problems involved in managing international operations. Main topics include foreign economic, political, legal, and cultural environments; international market analysis; foreign exchange; political risk assessment; international human resource management; and the mechanics of import and export transactions. Special emphasis is placed on leveraging core competencies in the global marketplace.

604 Research in Management (3)
This course emphasizes developing research methodology. Library resources are used extensively. Research projects are directed at specific industrial segments and a formal research paper is developed.

605 Entrepreneurial Management (3)
An overview of the managerial function of operating a small business enterprise with emphasis on planning, organizing, and controlling. Specific attention is given to demand analysis, to developing the business plan, and to financing sources including the Small Business Administration. Innovation is the key concept of this course.

607 Business Consulting (3)
This course concerns itself with the planning and implementation strategies for a consulting concern. The course will focus on elements of a consulting practice such as defining, structuring, and positioning of the business for financial success. The importance of proper marketing techniques, as well as fee-setting and legal considerations of a consulting practice will be examined.

608 Leadership and Organizational Behavior (3)
A careful analysis of selected behavioral science concepts and their applications to management. Examines the interactions that occur at three different levels: the individual, the group and the organization. Attention is focused on the blending of traditional topics such as perception, motivation and group behavior with current topics which include organizational citizenship behaviors, teamwork, cooperation, conflict, new communication technology, cross-cultural issues, coaching, empowerment and leadership.

612 International Finance (3)
This course examines the international economic, monetary, and financial environment and presents a detailed analysis of the principles and practices of international financial management. The course emphasizes international economic and financial concepts and their application to international business operations. Key topics include the functioning of foreign exchange markets and international capital and money markets, international portfolio diversification, multinational capital budgeting, import-export financing, direct foreign investment and international banking. Prerequisite: MBA 621.

613 Global Marketing (3)
This course deals with the adjustments to marketing strategy needed to remain competitive in the global economy. It focuses on the managerial decision-making involved in screening foreign markets and in developing appropriate product, promotion, pricing, and distribution strategies, given the diversity of economic, legal, cultural, and political environments. Furthermore, the course examines alternative marketing strategies for small and medium-size companies engaged in exports and imports. Prerequisites: MBA 646.

614 Cross-Cultural Management (3)
International managers require sensitivity to the need to adapt their leadership and management skills and practices to culture-bound differences in workplace behavior and attitudes. This course explores how differences in cultural core values shape the behavior and attitudes of workers, managerial colleagues, and negotiating partners.

617 Technology and Information Systems (3)
This course examines the role of information systems in supporting a wide range of organizational functions. Areas to be explored include the use of information systems to support administrative operations, to support decision making and to support overall strategic initiatives and corporate philosophies. This course is oriented toward the general business student, not the technical specialist. The course will provide a managerial perspective on the use, design, and evaluation of information systems.

620 Direct Marketing (3)
This course will provide an integrated framework of Direct Marketing with emphasis on integrating direct marketing into the overall marketing mix, database marketing, strategic business planning, importance of the offer, selecting and selling merchandise, business-to-business direct marketing, fundraising, mailing lists, retail direct marketing, magazines, newspapers, electronic and interactive media, co-ops, telemarketing, production, lead generation, direct marketing math, idea development, and research. Prerequisite: MBA 646.

621 Managerial Finance (3)
The objective of this course is the development of the student's understanding of financial theory, and the ability to apply the techniques and methods of finance to business problems. Topics include the financial environment; value maximization; capital budgeting; valuation techniques; financial planning and forecasting; capital structure and the cost of capital; options theory; and corporate restructuring. Prerequisites: MBA 660 or permission of the instructor.

622 Investment Analysis (3)
Study of principles and practices used in analyzing marketable securities. Course coverage includes investment risks, portfolio management, and policies of institutional investors. Prerequisite: MBA 621.

624 Financial Markets and Institutions (3)
Analysis of the characteristics and operating policies of financial institutions and the interrelationships among intermediaries in the money and capital markets. Focus is placed upon commercial banks, other depository institutions, insurance companies, investment banks, and pensions. Prerequisite: MBA 621.

627 Student Managed Investment Fund (3)
This is an experiential learning course in which students are provided firsthand experiences in investing and managing a portfolio of securities. Students synthesize, integrate, and extend theoretical knowledge of market and security valuations, security selection, asset allocation, portfolio management, and economics to make decisions about security valuation, selection, and trading. Students apply quantitative and qualitative research methods to design, develop, construct, and evaluate portfolios of securities. A service-­learning activity is added so students gain experience identifying and addressing unmet community financial literacy needs and, in the process, enhance their understanding and comprehension of finance principles as well as strengthening the community. Prerequisites: Students who have completed MBA 621 with a grade of B or higher and who have a minimum cumulative GPA of 3.0 may apply for an interview with faculty advisors for enrollment. Enrollment is limited and not guaranteed.

628 Advanced Topics in Financial Management (3)
This course covers different topics in financial management and employs the case method to develop the student's ability to apply financial theory and analytical techniques to all areas of financial management. Prerequisite: MBA 621.

630 Quality Management (3)
Study of the history, concepts and tools of Total Quality Management (TQM). Topics include defining product and service quality requirements, costs of quality, benchmarking, statistical quality control, process improvement and team building.

641 Internet Marketing Management (3)
This course deals with the adjustments to marketing strategy needed to enter and remain competitive in the Internet environment. It focuses on the managerial decision making involved in four primary areas: communication, selling, providing content, and providing a network function. Specifically, this course will examine issues such as Internet tools and technology, website development, product and pricing strategies distribution and direct marketing, marketing communications, and relationship marketing strategies. Prerequisite: MBA 646.

643 Buyer Motivation and Behavior (3)
This course covers the psychological, sociological, and anthropological theory related to buying decision processes by consumer and organizational buyers. Prerequisite: MBA 646

644 Marketing Research (3)
Research methodology is applied to marketing problems. Topics covered include measurement, survey research, experimentation, and statistical analysis. Prerequisite: MBA 646.

645 Marketing Strategy (3)
This course focuses on the marketing manager's decision process. Topics include market opportunity analysis, strategy development, planning, and integration with corporate strategy. Prerequisite: MBA 646.

646 Marketing in a Dynamic Environment (3)
This course will examine current marketing concepts and practices using an analytical approach to the development of marketing policies in a dynamic environment. Major topic areas that will be covered are: advertising, sales promotion, personal selling, pricing, product mix development and analysis; selection of distribution channels; marketing research; consumer behavior; and strategy development.

652 Diversity in the Workplace (3)
Explores the training and development of a culturally sensitive work force. Examines and explores innovative techniques for dealing with institutional "isms" (e.g., sexism, ageism, etc.), as they relate to management training, conflict resolution, career development, mentoring, performance appraisals, team-building, and peer rating methods (cross-listed with HRD 652).

660 Managerial Accounting (3)
Accounting cycle, relevance and limitations of cost information in managerial decision-making, emphasis on cost systems, determination and allocation of overhead, analysis of cost variances, direct costing, flexible budgets, break-even analysis, and capital budgeting.

665 Special Topics in Business (3)
The content of this course will typically reflect the interest of a faculty member or a group of students. The course provides a means for introducing current issues into the curriculum. Special permission from the Associate Dean needed to take this course. Prerequisite: As needed.

679 Graduate Business Internship I (3)

680 Graduate Business Internship II (3)

681 Economics for Strategic Decisions (3)
This course emphasizes the application of macroeconomic and microeconomic theory in management decision-making and in the development and implementation of business strategy and tactics. The course focuses on techniques and models for monitoring and analyzing macroeconomic conditions; international economic trends; and the production, cost, and pricing decision of firms under different market structures.

682 Strategy Formulation, Implementation and Entrepreneurship (3)
This course introduces the graduate student to the global environment of business, the nature and state of competition and competitive strategy at the corporate, business and operational levels, the cross-relationship among business functions, entrepreneurial attitudes, the interests of the various stockholders in the firm, and the social and ethical responsibilities of business.

683 Leadership and Strategy Implementation (3)
Effective leadership in implementing strategy within organizations requires the ability to initiate and influence change, perhaps even radical transformation. This in turn requires understanding the dynamics of organizational learning and change, as well as the nature of collective action in organizations. This understanding will be pursued by using different theories and models to examine organizational processes, culture, knowledge, politics, ethics, and their relationship to each other and to the organization's external environment. Personal career development within this framework will also be discussed. Prerequisites: MBA 621, 681, 646, 617, 682.

692 Social, Legal, and Ethical Aspects of Business (3)
This course is structured to create an awareness of and sensitivity to the social, legal, and ethical issues which influence the management of business enterprises. Topics such as strategy and the nonmarket environment, nonmarket strategies and government institutions, government and markets, international business and nonmarket issues, and ethics and responsibility are considered.

700 Independent Study (3)
Opportunity for research in areas of special interest. Prerequisite: Recommendation by faculty member and approval of the Associate Dean/Dean.

Prefix: MSA

650 International Accounting (3)
Conceptual and practical applications of accounting are investigated from a global perspective. Special emphasis is placed on managing multinational enterprises with respect to how accounting applies to global strategies and the key accounting issues that influence multinational decision making, Three perspectives are used: theoretical, major national, and international harmonization efforts (i.e., International Accounting Standards Board) to respond to contemporary international accounting problems and case studies.

660 Contemporary Accounting Theory and Research (3)
Current issues that are confronting the accounting profession involving complex financial reporting issues are investigated. Through research and case analysis, emphasis is on both the Financial Accounting Standards Board's Conceptual Framework and the practical utilization of GAAP (Generally Accepted Accounting Principles). Formerly MPA 660 Professional Accounting and Auditing Issues.

662 Advanced Managerial Accounting (3)
This course is an advanced course in management or cost accounting and will emphasize intra-company decision making. MSA 662 is essential to the preparation and understanding of reports utilized by a company's management for internal financial decision making. A variety of pedagogical techniques, including cases and student presentations, to address management accounting issues related to costing of products and/or services, pricing, budgeting, variance analysis and strategic finance decisions (e.g., product choice, make or buy and special order) will be utilized. This course will also include significant coverage of international issues.

663 Business Taxation (3)
Study of the theory of federal income taxation and practical applications related to business entities. Federal tax laws, related regulations and their impact on the operations of partnerships and corporations, with special emphasis on practical tax planning through tax problems and the preparation of actual tax returns relating to these areas are investigated. Formerly MPA 663.

664 Advanced Auditing (3)
Study of the concepts, assumptions, standards and issues related to contemporary auditing theory and practice. Professional and technical aspects of auditing practice; ethics and legal responsibilities; review of field work emphasizing materiality, sampling, and working papers, reporting problems including long-form and special purpose reports; study of recent auditing developments. .Formerly MPA 664.

668 Not-For-Profit & Governmental Accounting (3)
This course is an in depth investigation into the conceptual and practical application of accounting principles for not-for-profit organizations and governmental entities. Special emphasis on the authoritative pronouncements issued by the GAO, GASB, FASB, and AICPA literature. Assignments include both problem solving and case studies. Formerly MPA 668 Fund Accounting.