2015-2016 Master of Business Administration Courses

MBA 501 Economics Foundational Literacy (0)
This foundational workshop provides an overview of economic theory in order to prepare entering MBA students for the economics literacy exam as required. Online course. Offered Fall, Spring, and Summer.
MBA 502 Accounting Foundational Literacy (0)
This foundational workshop provides an overview of accounting procedures and reporting to prepare entering MBA students for the core accounting course. Online course.  Offered Fall, Spring, and Summer.
MBA 506 Quantitative Methods/Statistics Foundational Literacy (0)
This foundational workshop provides an overview of quantitative tools and computer based applications to prepare entering MBA students for the quantitative methods literacy exam as required. Online course. Offered Fall, Spring, and Summer.
MBA 508 Finance Foundational Literacy (0)
This foundational workshop provides an overview of financial analysis methods to prepare entering MBA students for the finance literacy exam as required. Online course. Offered Fall, Spring, and Summer.
MBA 560E Entrepreneurship (2)
This course explores the entire cycle of new venture creation from concept development to cash flow, including idea generation, feasibility research, planning, funding, building a team, executing the launch, finding customers and producing profit. The course focuses on the skills and activities of successful entrepreneurs; they know their industry, seize opportunities, work with passion and tenacity, build powerful teams, get more from less, provide phenomenal customer service, differentiate their products and services, and contribute to their communities. At the conclusion of the course students will understand the challenges of starting a business, the keys to success, and whether or not self-employment is right for them. Prerequisites: MBA 501, 502, 506, 508. Offered Fall and Spring semesters.
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. Offered Fall, Spring and Summer semesters.
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.. Offered Fall, Spring and Summer semesters.
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 and predictions and forecasting, with applications in different areas of managerial decisions. Students who did not take a Statistics class as an undergraduate are responsible for attending the Quantitative Methods/Statistics (MBA 506) Foundational Literacy Workshop prior to enrolling in this class. Offered Fall, Spring and Summer semesters.
MBA 615C The Ethical Leader (2)
Advances students’ understanding of ethics and ethics within the context of business. The objectives of this course are 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. Offered Fall, Spring and Summer semesters.
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 levels: global, national, as well as the level of firm’s own industry. Students who did not take an Economics class as an undergraduate are responsible for attending the Economics (MBA 501) Foundational Literacy Workshop prior to enrolling in this class. Offered Fall, Spring and Summer semesters.
MBA 623E Simulation Modeling (2)
In today’s complex business environment, managers must be able to make increasingly 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 501, 502, 506, 508. Offered Block 2, Spring semester.
MBA 625C Financial Reporting and Control (2)
The course explores the concepts and application of recording, analyzing and reporting business transactions and processes for financial reporting and analysis for financial decision-making. This course addresses reporting and control techniques for both internal and external users of financial information and the primary financial statements in which managerial decision-making and analysis are emphasized. Prerequisites: MBA 502, 508, 610C, 615C. Offered Fall, Spring and Summer semesters.
MBA 626E Lectures in Entrepreneurship (2)
This course brings successful entrepreneurs from the community into the classroom. Each entrepreneur will discuss critical issues relevant to his or her business: developing the idea, validating the concept, planning the venture, raising funds, building a team, launching the company, sales and marketing, customer service, growing the business, and the keys to success. Students will relate the key principles taught by each entrepreneur to research and theory they’ve learned in other courses, and then apply what they’ve learned to the creation of new ventures. Offered Block 2, Spring semester.
MBA 627E Social Entrepreneurship (2)
In this course, students will learn innovative approaches to creating and leading enterprises designed to address community issues. The course prepares students to apply management and entrepreneurial skills creatively in for-profits, nonprofits, foundations, and advocacy groups, and helps them learn to apply business management principles to social problems and opportunities. Learning approaches include cases, films, readings, and guest speakers from a variety of organizations in the community. Offered Spring semester.
MBA 628E Marketing New Ventures (2)
This course brings together all the topics, concepts and skills relevant to marking new ventures. It addresses the unique issues and challenges entrepreneurs face when bringing new products and businesses to market. Students will study the marketing strategies and methods used by start-up, early-stage, and small-business enterprises. The course compares conventional marketing with entrepreneurial marketing through use of the case method. Offered Fall semester.
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. Offered Fall, Spring and Summer semesters.
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 635C, 645C. Offered Fall semester.
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 620C, 635C, 645C. Offered Spring semester.
MBA 634E Business Plan Development  (2)
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 versus rigidity for maximum receptiveness to innovation. Models for the continued use of planning criteria for post start-up phases are developed and analyzed. Prerequisites:  MBA 560E, 620C, 625C, 635C, 645C. Offered Fall and Spring semesters.
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 625C and 630C. Topics include valuation, cost of capital, investment decisions, and financial statement analysis. Prerequisites:  MBA 625C. Offered Fall, Spring and Summer semesters.
MBA 637E Negotiation and Persuasion (2)
In today’s complex business environment, effective negotiation skills are critical in order to build valuable alliances, adapt to unexpected developments, and overcome conflicts. This course will develop negotiation skills with a focus on analyzing the interests of other parties and using language to facilitate successful negotiations. Offered Summer semester.
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:  MBA 506, 610C. Offered Fall and Spring semesters.
MBA 645C Value Creation and Delivery (2)
A quick survey today of organizational 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 compose the delivery methods. Offered Fall, Spring and Summer semesters.
MBA 648E Special Topics in International Business (3)
Special topics in international business are offered periodically under this course number.
MBA 650C Leading Dynamic Organizations (2)
The purpose of this course is to help students learn the social science tools needed to effectively lead and manage organizations and people. 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. Offered Fall, Spring and Summer semesters.
MBA 651E The Nonprofit Organization (2)
The course provides an overview of the history, development, role, auspices, organization, and purposes of nonprofit agencies in the U. S. and the world. Emphasis is placed on structure, planning, program, policies, organizational management, governance and stewardship, resource development, community building, advocacy, volunteer services, and problems that face nonprofits. The course also addresses social, political, economic, cultural and ideological issues. Group and individual projects, research on nonprofit agencies, and oral presentations will be included. Class time will include lectures, discussions, case studies, team projects and guest speakers. Offered Fall semester.
MBA 653E Internship (1–3)
Work experience in field of study or career. Prerequisite: completion of a minimum of 15 Westminster credit hours or permission of instructor, 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 U.S. 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, . Offered Fall, Spring and Summer semesters.
MBA 658E Communication & Interpersonal Skills (2)
Communication effectiveness is crucial for leaders in today’s complex, volatile business climate. Research spanning several decades consistently has shown that leaders with strong communication skills are more likely to receive job offers and promotions, and they’re more successful when faced with a wide range of leadership challenges, including working in teams, coaching others, resolving conflicts, and negotiating. Communication is an essential leadership tool; leaders who communicate well are more credible and effective. The course focuses on four primary aspects of communication: interpersonal communication, discussion facilitation, oral presentations, and writing. Offered Fall and Spring semesters.
MBA 660E Special Topics in Business (3)
Special topics in business are offered periodically under this course number.
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 665E Strategic Marketing (2)
Explores marketing strategy and tactics necessary for effective managerial decision-making. Development of strategy and tactics is accomplished through case studies. Prerequisite: MBA 645C. Offered alternating Fall semesters.
MBA 666E Special Topics in Accounting (1–3)
Special topics in accounting are offered periodically under this course number.
MBA 668E Directed Studies (1–3)
Independent research/readings in areas not fully covered by core or elective courses. Prerequisites: all MBA Foundational Literacy examinations and consent of instructor and school dean.
MBA 669E Leadership (2)
This is an applied course in leadership from a practitioner’s perspective. Enhance your personal leadership by learning the power of integrity, purity of motive, trust, and respectful communication. Explore organizational behavior framework and leadership theories to create open and collaborative work environments that engage employees, develop commitment and increase satisfaction. Heighten awareness of your own personal leadership styles, strengths and weaknesses through real world business simulations and cases. Prerequisite:  MBA 650C. Offered Fall semester.
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). The Graduate ETS Major Field Test is administered in MBA*670C.  Prerequisite:  Completion of all courses in Module 2. Offered Fall, Spring and Summer semesters.
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:  MBA 506, 645C. Offered alternating Spring semesters.
MBA 681E Lean: Value Creation (2)
This course begins with the history and development of the Toyota Production System. On this foundation, the class then begins to explore the basic tools of lean, e.g. JIT, value stream definition and mapping, kanban, flow, pull, unit processing, waste reduction, process improvement, etc. Throughout the class, emphasis is placed on organizational learning through problem solving and the use of lean tools to solve problems and improve processes.
MBA 682E Lean: Perpetual Learning (2)
Lean: Perpetual Learning is an extension of the course ‘Lean: Value Creation.’ The two pillars of the Toyota Production System are ‘Respect for People’ and ‘Continuous Improvement.’ This course focuses on the second of these two pillars—continuous improvement. Additional lean tools are introduced and the emphasis on organizational learning through problem solving is continued. In addition, the course introduces leadership practices from a Toyota perspective. This course also presents several discussions on the development of people in an organization including hiring and training practices with an emphasis on the lifetime development of each employee.
MBA 683E Lean: Culture Development (2)
Lean: Culture Development is an exploration of the development, preservation and nurturing of Toyota’s culture. The two pillars of the Toyota Production System are ‘Respect for People’ and ‘Continuous Improvement.’ This course focuses on the first of these two pillars. The meaning of respect in Toyota’s context is different from what most people might first think. In the Toyota system, respect equates to a valuing of people and their growth to the point that leadership is measured on the development of those for whom they are responsible over business results. The philosophy is that a very focused effort on the proper development of people will lead to and bring the desired business results.
MBA 691E Advanced Managerial Finance (2)
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. Offered Fall semester.
MBA 699C International Context Trip (1)
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 ten day period, analyzing the social, cultural, political, and technological aspects of doing business in a global environment. MBA/MBATC International Context Tour Policy: The MBA/MBATC International Context Tour is required for graduation and can be taken after the student has completed at least  20 credit hours. Trip participants are required to adhere to the policies and procedures outlined in the MBA/MBATC International Context Tour Handbook. Prerequisite:  Completion of at least  20 hours of the program and a valid passport. (A Visa may be required for certain countries and for all foreign students.) Offered Fall and Spring semesters. Prerequisite: MBA 655C.
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