The Graduate School Bulletin
Master of Business Administration
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Admissions Information
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Faculty
Overview
Requirements for the Post-Baccalaureate Certificate in Business Administration
Requirements for the Master of Business Administration
Requirements for the Master of Science in Gerontology / Master of Business Administration
Requirements for the Master of Science in Nursing / Master of Business Administration
Requirements for the Post-Master’s Certificates in Financial Analysis
Requirements for the Post-Master’s Certificates in International Business
Requirements for the Post-Master’s Certificates in Management
MBA Master of Business Administration Courses
Faculty
Program Director
Vidyaranya B. Gargeya, Ph.D.
Global operations strategy, supply chain management, total quality management, service operations management (Department of Information Systems and Operations Management).
M.B.A. Program Committee
Moses Acquaah, Ph.D.
Corporate strategy, management of innovation and technology (Department of Business Administration).
C. Edward Arrington, D.B.A.
Critical social theory and its relation to accounting and organizations, financial analysis and reporting (Department of Accounting and Finance).
Richard A. Ehrhardt, Ph.D.
Management science, statistical analysis, project management (Department of Information Systems and Operations Management).
Nir Kshetri, Ph.D.
Management and marketing of information technology products, IT industry in China, international marketing (Department of Business Administration).
Stephen Layson, Ph.D.
Economic analysis, microeconomic theory (Department of Economics).
Kevin B. Lowe, Ph.D.
Leadership, international human resource management, corporate strategy, work teams (Department of Business Administration).
Al Farooq Salam, Ph.D.
Electronic commerce, internet technologies, and database systems (Department of Information Systems and Operations Management).
William L. Tullar, Ph.D.
Human resource management, organizational behavior, consumer behavior (Department of Business Administration).
Daniel Winkler, Ph.D.
Real estate finance, corporate finance, investments, and financial education (Department of Accounting and Finance).
Overview
The M.B.A. program is designed for qualified students from any academic background. Students can complete the program in two to four years depending on their background and course load.
As a professional program built on a strategic management theme, the curriculum emphasizes an interdisciplinary approach to decision making in a changing global environment in which information technology is changing the way all organizations function. The program allows for flexibility in planning course work to meet individual needs for breadth and depth.
M.B.A. Mission Statement
The M.B.A. program of the Joseph M. Bryan School of Business and Economics provides advanced educational opportunities to prepare students for a career of managing complexity in the global economy of the 21st century. The M.B.A. faculty of the Bryan School accepts as its primary responsibility excellence in the delivery of quality instruction to provide the skills, knowledge, and analytical competence necessary to provide our students with the opportunity to become world-class managers.
The M.B.A. program aggressively recruits qualified students from outside the Triad as well as serving professionals who reside in the Triad. Graduates of the program, irrespective of location, will be prepared to contribute to the economic and social well being of the communities in which they are a part, and to the efficient management of the firms and institutions for which they work.
Requirements for the Post-Baccalaurate Certificate in Business Administration
The purpose of the Post-Baccalaureate Certificate in business administration is to provide professionals who have a bachelor’s degree in a non-business field the opportunity to acquire education in business administration without committing to the lengthier M.B.A. program. Current students in the M.B.A., M.S. in accounting, or M.S. in information technology and management programs will not be eligible for the Post-Baccalaureate Certificate. Course work taken as part of the certificate program may be applied towards the M.B.A. degree.
Selection of Courses
The certificate program will consist of 12 hours of courses selected from the following list:
MBA 600 Business Statistics (1.5)
MBA 602 Presentation and Interpretation of Financial Statements (1.5)
MBA 603 Economic Analysis (1.5)
MBA 604 Organizational Behavior (1.5)
MBA 605 Financial Management (1.5)
MBA 606 Marketing Management (1.5)
MBA 607 The Operations Function (1.5)
MBA 609 Management Communications (1.5)
MBA 610 Advanced Business Statistics (1.5)
MBA 611 Ethics, Public Policy and Business (1.5)
MBA 612 Cost Management Systems (1.5)
MBA 613 Economic Policy and the Global Environment (1.5)
MBA 616 Managing in a Global Environment (1.5)
MBA 617 Management Science (1.5)
MBA 618 Business Processes and Technology (1.5)
Requirements for the Master of Business Administration
The Bryan School of Business and Economics offers a graduate program of study leading to a 36 hour Master of Business Administration degree. Up to 12 hours of basic level M.B.A. prerequisite courses may be waived based on prior academic or professional accomplishment. A minimum of 36 hours of required foundation, strategic management core, and elective courses must be completed.
Computer Literacy
M.B.A. degree program students should have a working knowledge of word processing and spreadsheet applications in a PC environment. Familiarity with Excel is required.
Full-time Program Option
Students in the full-time program complete the program requirements during a two-year period and must complete courses in the specified sequence in order to progress through the program.
Year One - Fall Semester (12 hours)
First Half
MBA 600 Business Statistics (1.5)
MBA 602 Presentation and Interpretation of Financial Statements (1.5)
MBA 603 Economic Analysis (1.5)
MBA 609 Management Communications (1.5) or MBA 615 Leadership Assessment and Development (1.5)
Second Half
MBA 604 Organizational Behavior (1.5)
MBA 605 Financial Management (1.5)
MBA 610 Advanced Business Statistics (1.5)
MBA 615 Leadership Assessment and Development (1.5) or MBA 609 Management Communications (1.5)
Year One - Spring Semester (12 hours)
First Half
MBA 606 Marketing Management (1.5)
MBA 607 The Operations Function (1.5)
MBA 613 Economic Policy and the Global Environment (1.5)
MBA 618 Business Processes and Technology (1.5)
Second Half
MBA 611 Ethics, Public Policy and Business (1.5)
MBA 612 Cost Management Systems (1.5)
MBA 617 Management Science (1.5)
MBA 620 Competitive Analysis and Strategy Formulation (1.5)
Year Two - Fall Semester (12 hours)
First Half
MBA 616 Managing in a Global Environment (1.5)
MBA 625 Corporate Strategy and the Finance Function (1.5)
Electives (3)
Second Half
MBA 626 Strategic Marketing Management (1.5)
MBA 627 Global Operations Strategy (1.5)
Electives (3)
Year Two - Spring Semester (12 hours)
MBA 624 Strategies for Managing Human Resources (1.5)
MBA 628 Business Strategy and Information Technology (1.5)
*MBA 629b Creating and Sustaining Competitive Advantage (3)
Electives (6)
*Indicates Capstone Experience
Part-time Program Option
The part-time option may take up to five years depending on the number of credit hours taken each semester.
Basic Level M.B.A. Prerequisite Courses (12 hours)
MBA 600 Business Statistics (1.5)
MBA 602 Presentation and Interpretation of Financial Statements (1.5)
MBA 603 Economic Analysis (1.5)
MBA 604 Organizational Behavior (1.5)
MBA 605 Financial Management (1.5)
MBA 606 Marketing Management (1.5)
MBA 607 The Operations Function (1.5)
MBA 609 Management Communications (1.5)
Required Courses (24 hours)
Foundation Level (12 hours)
MBA 610 Advanced Business Statistics (1.5)
MBA 611 Ethics, Public Policy and Business (1.5)
MBA 612 Cost Management Systems (1.5)
MBA 613 Economic Policy and the Global Environment (1.5)
MBA 615 Leadership Assessment and Development (1.5)
MBA 616 Managing in a Global Environment (1.5)
MBA 617 Management Science (1.5)
MBA 618 Business Processes and Technology (1.5)
Strategic Management Core (12 hours)
MBA 620 Competitive Analysis and Strategy Formulation (1.5)
MBA 624 Strategies for Managing Human Resources (1.5)
MBA 625 Corporate Strategy and the Finance Function (1.5)
MBA 626 Strategic Marketing Management (1.5)
MBA 627 Global Operations Strategy (1.5)
MBA 628 Business Strategy and Information Technology (1.5)
*MBA 629a Creating and Sustaining Competitive Advantage (3) or MBA 629b Creating and Sustaining Competitive Advantage (3)
*Indicates Capstone Experience
Electives (12 hours)
With prior approval by the M.B.A. Program Director or Associate Director, a student will select 12 hours of courses. Courses in other departments and schools at the 500-, 600- and 700-level may be taken.
Requirements for the Master of Science in Gerontology / Master of Business Administration
The Gerontology Program and the Bryan School of Business and Economics offer a combined Master of Science in gerontology/Master of Business Administration degree. A minimum of 57 semester hours is required for the degree.
Computer Literacy
Upon entry to the M.S./M.B.A. degree program, students should have a working knowledge of word processing and spreadsheet applications in a PC environment. Familiarity with Excel is required.
Required Core Courses (46.5 hours)
Up to 12 hours may be waived based on demonstrated competencies in the subject area but must be replaced with electives.
MBA 600 Business Statistics (1.5) and MBA 610 Advanced Business Statistics (1.5) or ERM 617 Statistical Methods in Education (3) or STA 571 Statistical Methods in Research (3) and 571L Statistical Methods Lab (1)
MBA 602 Presentation and Interpretation of Financial Statements (1.5)
MBA 603 Economic Analysis (1.5)
MBA 604 Organizational Behavior (1.5)
MBA 605 Financial Management (1.5)
MBA 606 Marketing Management (1.5)
MBA 607 The Operations Function (1.5)
MBA 609 Management Communications (1.5)
MBA 612 Cost Management Systems (1.5)
MBA 613 Economic Policy and the Global Environment (1.5)
MBA 615 Leadership Assessment and Development (1.5)
MBA 616 Managing in a Global Environment (1.5)
MBA 617 Management Science (1.5)
MBA 618 Business Processes and Technology (1.5)
MBA 620 Competitive Analysis and Strategy Formulation (1.5)
MBA 624 Strategies for Managing Human Resources (1.5)
MBA 625 Corporate Strategy and the Finance Function (1.5)
MBA 626 Strategic Marketing Management (1.5)
MBA 627 Global Operations Strategy (1.5)
MBA 628 Business Strategy and Information Technology (1.5)
*MBA 629b Creating and Sustaining Competitive Advantage (3) or GRO 679 Gerontology Internship or Research Experience II (3)
GRO 501 Seminar: Critical Issues of the Aged (3)
GRO 620 Research Methods in Gerontology (3)
GRO 649 Gerontology Internship or Supervised Research I (3)
GRO 651 Integrative Seminar in Gerontology (3)
*Indicates Capstone Experience
Electives (10.5 hours)
Selected upon advisement to permit tailoring of the program of study to the student’s specific interests and to include at least 9 semester hours in gerontology or gerontology electives.
Requirements for the Master of Science in Nursing / Master of Business Administration
The School of Nursing and the Bryan School of Business and Economics offer a combined Master of Science in Nursing/Master of Business Administration degree. A minimum of 54 semester hours is required for the degree.
Computer Literacy
Upon entry to the M.S.N./M.B.A. degree program, students should have a working knowledge of word processing and spreadsheet applications in a PC environment. Familiarity with Excel is required.
Statistics
Completion of a statistics course prior to enrollment in NUR 602 is required. ECO 250 or MBA 600 is recommended.
Required Courses (54 hours)
Please see the School of Nursing for additional clinical nursing requirements.
NUR 610 Theoretical Foundations of Advanced Nursing Practice (3)
NUR 614 Information Technology in Nursing Service Administration (3)
MBA 602 Presentation and Interpretation of Financial Statements (1.5)
NUR 540 Budget Development and Analysis of Nursing Services (3)
NUR 620 Law, Policy, and Economics of Healthcare (3)
MBA 603 Economic Analysis (1.5)
NUR 602 Research Methods in Nursing (3)
NUR 641 Nursing Administration (4)
MBA 604 Organizational Behavior (1.5)
MBA 605 Financial Management (1.5)
NUR 642 Nursing Administration: Theoretical Applications (4)
MBA 606 Marketing Management (1.5)
MBA 607 The Operations Function (1.5)
NUR 643 Nursing Administration Practicum (4)
MBA 610 Advanced Business Statistics (1.5)
MBA 613 Economic Policy and the Global Environment (1.5)
MBA 616 Managing in a Global Environment (1.5)
MBA 617 Management Science (1.5)
MBA 620 Competitive Analysis and Strategy Formulation (1.5)
MBA 624 Strategies of Managing Human Resources (1.5)
MBA 628 Business Strategy and Information Technology (1.5)
MBA 625 Corporate Strategy and the Finance Function (1.5)
MBA 626 Strategic Marketing Management (1.5)
MBA 627 Global Operations Strategy (1.5)
*MBA 629a Creating and Sustaining Competitive Advantage (3)
*Indicates Capstone Experience
Requirements for the Post-Master’s Certificate in Financial Anaylsis
For 2009-2010 no new certificate candidates will be accepted.
Requirements for the the Post-Master’s Certificate in International Business
For 2009-2010 no new certificate candidates will be accepted.
Requirements for the Post-Master’s Certificate in Management
The purpose of the Post-Master’s Certificate in management is to provide professionals who have an M.B.A. or related professional degree the opportunity to acquire specialized state-of-the-art knowledge and skills in one or more areas of business practice (e.g. marketing, finance, human resource management). The certificate program will consist of at least 12 hours.
Required Courses (3 hours)
MBA 620 Competitive Analysis and Strategy Formulation (1.5)
and one of the following:
MBA 624 Strategies for Managing Human Resources (1.5)
MBA 625 Corporate Strategy and the Finance Function (1.5)
MBA 626 Strategic Marketing Management (1.5)
MBA 627 Global Operations Strategy (1.5)
MBA 628 Business Strategy and Information Technology (1.5)
Students having equivalent course work may waive any of these required courses and substitute additional approved electives.
Electives (9 hours)
Additional hours to complete the program will be selected from the approved courses offered in Bryan School graduate programs. With the exception of MBA 616, courses in the pre-M.B.A. and Foundation Levels of the M.B.A. program may not be selected as electives. Students will be expected to meet the same course prerequisite requirements as current M.B.A. students.
MBA Master of Business Administration Courses
| 595 | Selected Topics in Business Administration (1.5-3) |
| Pr. permission of instructor Opportunity for advanced students of Business Administration to study, in depth, a topic or issue of special interest. May be repeated for credit when topics vary. | |
| 600 | Business Statistics (1.5:1.5) |
| Pr. MAT 119 or equivalent Statistical methods with applications in business and economics; descriptive statistics, probability, estimation and hypothesis testing. | |
| 601a | Fundamentals of Entrepreneurship (1.5:1.5) |
| Examines the operating characteristics of entrepreneurial firms and challenges of start-up businesses. Focuses on the strategies of turning ideas into commercial opportunities. (Graded on S-U basis) | |
| 602 | Presentation and Interpretation of Financial Statements (1.5:1.5) |
| The conceptual framework underlying financial reporting by business enterprises, the processes by which authoritative accounting guidelines are promulgated, and the presentation, interpretation, and use of financial statements. | |
| 603 | Economic Analysis (1.5:1.5) |
| Economic theory to analyze supply and demand, firm behavior, market structure, competitive behavior, government regulation, and the global and domestic environment facing the firm. | |
| 604 | Organizational Behavior (1.5:1.5) |
| Organizational behavior within complex work organizations. Organizational structure and theory, work redesign, perception and attribution, learning, motivation, groups, conflict, power, influence, leadership, and decision making. | |
| 605 | Financial Management (1.5:1.5) |
| Pr. 600, 602, 603 Financial decision-making; financial markets, valuation of securities, capital budgeting, financial analysis, working capital policy, and financing a firm’s operations. | |
| 606 | Marketing Management (1.5:1.5) |
| Pr. 602, 603 Strategic decisions in marketing. Combines theory and application so students learn when and why to make key decisions such as segmentation/targeting, product, price, distribution, and promotion. | |
| 607 | The Operations Function (1.5:1.5) |
| Pr. 600 Design, operation, and control of organizations. Procedures/quantitative techniques to analyze and critique present operations and develop improved operations. | |
| 609 | Management Communications (1.5:1.5) |
| Principles of managerial communication; development of personal skills in writing, speaking and interacting as a group member in an organizational setting. | |
| 610 | Advanced Business Statistics (1.5:1.5) |
| Pr. 600 Construction, estimation, and evaluation of regression models and the use of regression for prediction. Simple linear regression and correlation, multiple linear regression, nonlinear regression, dummy variables. | |
| 611 | Ethics, Public Policy and Business (1.5:1.5) |
| Effect of ethics, moral development, and social and business values in business decision-making. Business, government and society interactions in formulating public policy. Cultural problems in international business. | |
| 612 | Cost Management Systems (1.5:1.5) |
| Pr. 602 Organizational strengths and weaknesses as a basis for the development and use of cost systems in formulating and implementing strategy. | |
| 613 | Economic Policy and the Global Environment (1.5:1.5) |
| Pr. 603 Economic theory analyzes short-run and long-run effects of domestic fiscal, monetary, and exchange rate policies and the international consequences of global policy changes on the domestic economy. | |
| 615 | Leadership Assessment and Development (1.5:1.5) |
| Managerial strengths and developmental needs are identified, and based on constructive feedback, students can improve their managerial skills. (Graded on S-U basis) | |
| 616 | Managing in a Global Environment (1.5:1.5) |
| Pr. 604, 605, 606, 607. Coreq. 613 Examines the environmental, cultural, political, legal, and operational challenges facing managers in doing business across international boundaries. | |
| 617 | Management Science (1.5:1.5) |
| Pr. 600. Pr. or coreq. 605, 607, 610 Quantitative techniques which can be used to support decision making. Theory, limitations and applications of these techniques utilizing computer-based problem solving. | |
| 618 | Business Processes and Technology (1.5:1.5) |
| Pr. admission to a Bryan School graduate program or permission of the MSITM Program Director Computer systems and networks, telecommunications, and business applications using all forms of information technology; survey of the managerial challenges presented by the use of information technology. (Same as ISM 601) | |
| 620 | Competitive Analysis and Strategy Formulation (1.5:1.5) |
| Pr. 604, 606, 609, 612, 613. Coreq. 611, 618 Examines the tools and techniques of strategic/competitive analysis and how they can be used to formulate strategies designed to meet organizational goals. | |
| 624 | Strategies for Managing Human Resources (1.5:1.5) |
| Pr. 617. Pr. or coreq. 620 Overview of HRM and its major functions focusing on current trends including management of change and cultural diversity with a systematic integration of international perspectives. | |
| 625 | Corporate Strategy and the Finance Function (1.5:1.5) |
| Pr. 605, 617. Coreq. 620 Finance in the strategic management process; corporate strategies and shareholder value creation, financing decisions, distribution policy, and long-term investment decisions. | |
| 626 | Strategic Marketing Management (1.5:1.5) |
| Pr. 607, 610. Pr. or coreq. 620 Comprehensive marketing plans in contexts including new product introductions, global marketing, services, non-profits, and competitive industries. Role of marketing information systems and new marketing trends. | |
| 627 | Global Operations Strategy (1.5:1.5) |
| Pr. 610, 617. Pr. or coreq. 620 Overall business strategies translated into operational strategies and tactics; international competition, total quality management, competing with flexibility, and implementation through computers and communication technology. | |
| 628 | Business Strategy and Information Technology (1.5:1.5) |
| Pr. 607, 610, 620 Selection, implementation, and management of information technology in supporting organizational goals; nature and use of information technology in achieving superior performance and competitive advantage. | |
| 629a | Creating and Sustaining Competitive Advantage (3:3) |
| Pr. 625, 626, 627. Coreq. 624, 628 Using a computer simulation, student teams will compete against one another in a global environment to practice how organizations can move towards a position of competitive advantage. | |
| 629b | Creating and Sustaining Competitive Advantage (3:3) |
| Pr. 625, 626, 627 and permission of program director. Coreq. 624, 628 Student teams will serve as consultants to area organizations and provide their managers with comprehensive solutions to strategic challenges. | |
| 630 | Global Financial Markets (1.5:1.5) |
| Pr. 605, 613 Structure and instruments of global financial markets; interest rate determination, term structure of interest rates, global markets for equity, fixed income and derivative securities, foreign exchange, and central banking. | |
| 631 | Security Analysis (1.5:1.5) |
| Pr. 625 or permission of instructor Principal approaches to security valuation for equity and fixed-income securities in a conceptual and applied context; market cycles, fundamental and technical analysis. | |
| 633 | Financial Statement Analysis (1.5:1.5) |
| Pr. 605 Examination of financial statement information to measure creation of value and assess risks from the perspective of investors, creditors, regulators, and strategy formulators. | |
| 634 | Advanced Financial Statement Analysis and Security Valuation (1.5:1.5) |
| Pr. 633 or permission of instructor Financial forecasting and valuation stressing the economic and accounting measures of value. Topics include quality of earnings analysis; full-information forecasting and valuation; analysis of credit risk. Supported with appropriate software. | |
| 637 | Corporate Values and Governance (1.5:1.5) |
| Examination of relationships among stakeholders who determine the direction and performance of the modern corporation. Primary emphasis will be on the interrelationships between shareholders, management and the board of directors. | |
| 641 | Consumer Behavior (1.5:1.5) |
| Pr. 606 Understanding consumer markets and how to design more efficient marketing plans. Concepts and theory from psychology, sociology, anthropology and economics. | |
| 642 | Marketing Research: Gathering Original Data (1.5:1.5) |
| Pr. 606, 610 Marketing research, emphasizing primary data. Defining the research purpose, selecting a data gathering method, writing a survey/questionnaire, and sampling methods. Research proposal must be written. | |
| 643 | Marketing Research: Data Analysis (1.5:1.5) |
| Pr. 642 Using statistics and interpreting the results to make marketing decisions. Completion of research project proposed in MBA 642 expected. | |
| 644 | International Marketing Management (1.5:1.5) |
| Pr. 620 Activities that direct the flow of products to markets in a transnational, transcultural context; transcultural consumer behavior, channel strategy, physical distribution, promotion, and pricing. | |
| 648 | Brand Management (1.5:1.5) |
| Pr. 606 The evolving nature of branding over time and the interaction of managerial actions to produce consumer understanding and response to brands in both domestic and global markets. | |
| 650 | Total Quality Management (1.5:1.5) |
| Coreq. 620 Philosophy and tools that comprise Total Quality Management (TQM). How TQM can be implemented in manufacturing and service firms. Integrates philosophy, tools, and implementation issues through cases/project. (Same as ISM 650) | |
| 651 | Management of Technology and Innovation (1.5:1.5) |
| Technology and innovation in the competitive strategy of organizations; sources of innovations, the different dimensions of technological innovations, and the adoption and justification of innovations. (Same as ISM 651) | |
| 653 | Service Operations Management (1.5:1.5) |
| Pr. 607 Managerial processes underlying operations management in service-providing organizations; operations strategy, design and delivery, and operations planning and control in services. (Same as ISM 653) | |
| 654 | Project Management (1.5:1.5) |
| Pr. 607 Modern methods for defining, planning and managing large projects. Computer software and network modeling are used to support the efficient scheduling of inter-dependent activities. (Same as ISM 654) | |
| 655 | Knowledge Management (1.5:1.5) |
| Pr. admission to a Bryan School graduate program or permission of MSITM Program Director Examines current theories and foundations of knowledge management, knowledge assets and their organizational, analytical, managerial tools and techniques for knowledge acquisition, generation, assessment, evaluation, and dissemination are studied. (Same as ISM 657) | |
| 657 | e-Business Strategy (1.5:1.5) |
| Pr. 602, 618 Provides an understanding of the skills, business concepts, strategic opportunities, and social issues that surround the emergence of electronic commerce (EC) or e-Business. | |
| 663 | Experience Business Abroad (1.5-3) |
| Pr. 616 or permission of MBA program director Practices and principles involved in conducting business in a specified country. Lectures and seminars by local academicians and site visitations and lectures by foreign business people. |
|
| 669 | Business Law (1.5:1.5) |
| The relationship between the legal system and the business environment with emphasis on the choice between the legal forms of business, employment law, and contracts. | |
| 671 | Organizational Change and Development (1.5:1.5) |
| Pr. 604 Organizational development and change techniques. Management of planned organizational change from theoretical and applied perspectives. Skill development in designing, implementing and evaluating selected organizational change programs. | |
| 675 | Issues in Cross-Cultural Management (1.5:1.5) |
| International dimensions of human resources. Comparison of U.S. and other workforce cultures, emphasizing the need for cross-cultural behavior understanding and training. (Graded on S-U basis) | |
| 678 | Increasing Work Team Effectiveness (1.5:1.5) |
| Pr. 604 Examines factors relevant to work team effectiveness including the change to teams; team empowerment; international teams; self-management; decision making, communication, and conflict; and measuring and rewarding team performance. | |
| 682 | Financial Reporting and Regulation (1.5:1.5) |
| Pr. 602 or equivalent Provides abilities necessary to understand, interpret, and analyze corporate financial disclosures in a manner com-mensurate with advanced understanding of financial analysis. | |
| 683 | Mergers and Acquisitions (1.5:1.5) |
| Pr. 625 Mergers and acquisitions as a means of meeting a firm’s strategic goals; financial analysis of mergers, public policy concerns, and accounting and tax aspects. | |
| 686 | Tax Strategy (3.3) |
| Pr. 612 or equivalent How taxes affect business strategy and modeling the decision process. Impact of taxation on investments, capital structure, business forms, multinational operations, mergers, acquisitions, reorganizations and divestitures. | |
| 688 | Advanced Business Law (3:3) |
| Pr. 669 or equivalent Explores legal issues in contract and sales law, negotiable instruments, agency, and business associations and at the same time considers ethical and managerial issues involved when these legal issues arise. | |
| 694 | Fraud Examination (1.5:1.5) |
| Pr. 602 or equivalent Fundamentals of fraud examination and forensic accounting, including nature and types of fraud, prevention of fraud, and techniques to detect fraud in organizations. | |
| 695 | Special Topics in Business Administration (1.5-3) |
| Specific course title identified each semester by the topical extension to the basic title: e.g., Special Topics in Business Law; Organizational Theory. May be repeated for credit when topic varies. | |
| 696 | Organizational Internship (1.5-3) |
| Pr. 620 and permission of M.B.A. Program Director Academic and required work components allow students to gain organizational experience in an area of business. Course supervised by a designated graduate faculty member and an appropriate manager of the approved organization. May be repeated for credit. | |
| 697 | Directed Studies (1.5-3) |
| Pr. completion of 12 hours or equivalent in the M.B.A. program and permission of M.B.A. Program Director Independent study of a business administration topic, not currently covered by courses in the M.B.A. program, under the supervision of a faculty member(s). May be repeated for a maximum of 6 hours credit when topic varies. | |
| 711 | Experimental Course |
| This number reserved for experimental courses. Refer to Course Schedule for current offerings. | |
| 803 | Research Extension (1-3) |