Course Descriptions
MBA 501: Business and Organizational Foundations I
An overview of business fundamentals necessary for an organization to succeed in today’s environment. Students will be introduced to many aspects of business, including business definitions and humanistic considerations. Concepts, will include, but not be limited to: stakeholders, life-cycles, growth models, external environment factors, mission statements, goals and objectives, SWOT analysis, organizational structures, marketing concept and philosophies, 4 P’s of marketing, marketing plans, segmentation/targeting/ positioning, consumer behavior fundamentals, and business law fundamentals.
MBA 502: Business and Organizational Foundations II
An overview of business fundamentals necessary for an organization to succeed in today’s environment. Students will be introduced to many aspects of business, including business measurement and operations. Students will gain an understanding of the following concepts, which will include but not be limited to: the business life-cycle, product definition, company definition, resource requirements, accounting, costs, analysis of alternatives, production planning, demand and equilibrium, and improving the business.
MBA 503: Quantitative Studies for Graduate Business Students (4 crs.)
Necessary mathematical topics for the successful completion of the quantitative courses in the MBA program: linear functions; polynomial and rational functions; probability, fundamentals of statistical analysis; and basic techniques for finding derivatives including the use of the chain rule.
MBA 600: Data Analysis for Decision Making
Data Analysis and Decision making is a course designed to provide the graduate student with those skills necessary to conduct serious quantitative research for their companies. Standard statistical measures will be taught along with the ethical and unethical implications of these measures. Topics include, but are not limited to standard descriptive statistics, discrete and continuous probability distributions, confidence interval estimates, hypothesis testing, Analysis of variance, regression analysis, and non-parametric statistics. These topics will be presented in the form of case studies, giving the student practical hands-on experience in the understanding and use of the topics. Prerequisite: MBA 503 (if required).
MBA 605: Integrative Organizational Theory and Business Systems
A comprehensive view of business near the beginning of the MBA program. The main thrust of this course is to survey different theories and concepts of business that students will be exposed to in the MBA program, and demonstrate how the concepts can be used to solve real-world business problems. This course previews the other courses in the program.
MBA 606: Accounting for Managers
Contemporary managerial accounting theory and applications necessary for a manager to be successful in business or government. The course includes topics such as overhead analysis, activity-based costing, capital investment models, contribution analysis and developing trends. Prerequisite: MBA 502 (if required).
MBA 615: Ethical and Social Responsibility of Business
A study of the basic concepts of ethics as typically referred to in western civilization and a testing of the basic hypotheses of the concepts. Through formal lecturing, case studies, from dialogue, and with the help of guest lecturers, working premises, assumptions, and principles regarding business ethics are analyzed. Delivery of a case study required.
MBA 621: Human Behavior in Organizations
Study of the organization (for profit and non-profit) as a complex system: line and staff functions, administration/leadership styles, motivation and group dynamics—and impact of each on the achievement of organization goals. Special emphasis on organization communication.
MBA 626: Managerial Economics
Application of economic principles to management decision-making: decision theory, demand theory/sales forecasting, linear programming, production and costs, pricing and capital budgeting. Prerequisites: MBA 503 (if required).
MBA 670: Operations Management
Quantitative techniques and the systems approach applied to understanding and improving the operations of both manufacturing and service organizations. Techniques from quality, learning, forecasting, process design, scheduling, waiting lines, inventory and MRP are utilized. Underlying principles such as tradeoff analysis, Pareto, process control, and optimization of resource usage are emphasized throughout. The objective is for the student to understand how organizations actually achieve results and how to identify opportunities to improve their operation. Prerequisites: MBA 503 (if required).
MBA 675: Financial Management
Analysis of business financial management: sources and uses of funds, raising funds from internal versus external sources, long-term versus short-term funding decisions, the cost of capital, alternate uses of capital, using leverage, security in borrowing/lending, dividends versus retained earnings, and use of the financial market. Prerequisites: MBA 503 (if required), MBA 606, MBA 610.
MBA 680: Marketing Management
Marketing is the managerial process by which firms create value for their customers through the exchange of products and services. The emphasis of this course is on how the marketing manager can achieve desired outcomes with the target market. Broad topics include analyzing marketing opportunities; and, researching and organizing, implementing and controlling the marketing effort. Students will prepare and present a marketing plan.
MBA 690: Leadership Through People Skills
Intensive five-day seminar (8 a.m.–6 p.m.) focused on better managerial results through the study of behaviors, leadership styles, communication and motivation. Course completion graded on pass/fail basis. Prerequisites: Two–three hours of pre-work assignments must be completed prior to the seminar. Course may be taken any time during the program. To register, go to College for Professional Studies site at http://web.sau.edu/cps/pd/current_public_offerings.html#5day.
MBA 800: Strategic Management
Core concepts of formulating corporate and business strategies, and the role of top management in their development and implementation. Demonstrates how strategic management draws on the concepts of functional areas, and conversely how the functional areas support strategy implementation in large modern corporations as well as small businesses. Prerequisites: all previous MBA coursework. A student should take this course in the last semester; exceptions may be made, provided a student is near the end of the program and has had MBA 670 and MBA 680.
MBA 801: Organizational Project
A concrete action undertaken for an organization, which focuses on either strategic problems or opportunities for the organization. Thus, the project will have a direct impact on the goals of the unit or organization. Projects should look to involve something that has never been done before at the organization, something that has/is being done but which is currently failing, something where the solutions are not immediately obvious or there is controversy over likely solutions. The project should specify challenging but attainable goals. It might be a part of an overall change effort underway at the organization. Faculty serve as resource and dialogical guides. Prerequisites: all prior MBA coursework.
MBA students must enroll in one elective. The specific selection of courses is dependent upon the student’s academic and/or professional background and career needs.
MBA 700: Entrepreneurship and Small Business Management
Designed to trace the entrepreneurial process from the initial idea through business operations to the harvest. It is organized into four parts: entrepreneurial process; evaluating opportunity and developing the concept; assessing and acquiring resources and managing and harvesting the venture. The purchase of businesses and franchises are also discussed.
MBA 713: Graduate Internship (1-3 credits)
This course provides students with a practical, real world experience in business by working under the supervision of a business professional. A research project related to this work experience is required. Grading is Pass/No Pass. MBA Director approval is required. If the student is international, there must be complete compliance to all non-immigrant federal rules and regulations.
MBA 715: Executive Management Seminar/Selected Topics
Specially selected courses are introduced into the program at appropriate times to meet student needs.
MBA 720: Building and Strengthening Teams
Intensive five-day seminar (8 a.m. - 6 p.m.) with objective of building teams through the actual process of building teams using the five stages suggested by Tuchman. Each day of activity centers on one of the stages of the Tuchman model. The class is largely experiential utilizing games, simulations, role plays, video taping of group meetings and actual on the job performance for a customer. Course completion graded on a Pass/Fail basis. Prerequisites: Two to three hours of pre-work assignments must be completed prior to the five-day seminar. Course may be taken any time during the program.
MBA 721: Labor Management Partnerships
Pertinent topics involving workers, management, and their common goals; development of improved labor/management relations; identifying risks involved in implementing successful labor/management relations; recognizing barriers to proposed improvements; insights into the structure and responsibilities of unions; and understanding corporate organization charts and their implications.
MBA 734: International Marketing
This course will focus on the methodologies and skills of international marketing and covers a wide array of topics ranging from pricing decisions to market segmentation and distribution. Central to all course deliberations is the question of what international marketing is, who does it to whom, how do they do it, and where does it all fit in within the rubric of contemporary business strategy?
MBA 735: Legal and Social Environment of Business
Substantive law affecting American business: contracts, the uniform commercial code, creditors and debtors, kinds of business organizations, litigation and other means to resolve disputes, consumer protection, torts, anti-trust law and legal aspects of management-labor relations. Public law and government regulations of business. Social responsibilities of business and ethics in business practice.
MBA 785: Human Resource Management
This course focuses on the strategic use of human resources. Major topics covered may include equal employment opportunity laws, job analysis, human resource planning, recruitment and selection, performance appraisal, training and development, compensation and benefits, and labor/management relations.
Concentrations
In addition to the general MBA curriculum, there are seven concentrations offered at the main campus. Each concentration requires four or five content area courses. Ordinarily, students electing a concentration fulfill their electives by taking three of the required concentration courses. The additional one or two required courses needed for the specific concentration are taken beyond the courses required for the degree. Concentration courses may also be taken as electives by students not electing a concentration. Some concentration courses are offered on the web and may be offered at the community sites on demand, pending sufficient enrollment. Areas of concentration are International Management, Not-for-Profit Management, Finance Management, Human Resource Management, Marketing Management, Management Information Systems and Healthcare Administration.
International Management Concentration
MBA 730: International Management Environment
This course is designed to provide the student with an understanding of the challenging new international environment in which American business must operate. The course examines in turn: patterns of international interdependence; international trade; foreign exchange; international monetary system; balance of payments and international debt; foreign investment and multinational corporations; and the effect of culture upon doing business abroad.
MBA 731: Managing Across Cultures
This course will focus on understanding the vocabulary and properties of culture with the rubric of comparative management theory. In addition to understanding how culture shapes society, the course will investigate the tension between traditional values and modernization, the role of moral norms, and the relationship between culture and economy. It will look at the human resource implications of developing a “global mindset” and the effectiveness of cross-cultural training.
MBA 732: International Political Economy
A fundamental assumption of this course is that economic issues significantly influence political decisions and vice versa, thus it is no longer possible to arbitrarily separate one area of study from the other. This course will attempt to address the major aspects of the interaction between states, societies, firms and markets at the international level. Various sub-systems, which combine to form the global political economy, will be introduced: production-consumption, trade, investment, development, communications and knowledge. American forms of industrialization, social welfare and economic activity will be contrasted with those of Europe and Asia.
MBA 733: International Strategy
This course addresses the rationales underlying the international moves, and provides a comprehensive and methodical treatment of issues facing companies that are considering internationalization of their business. This course addresses the important considerations in making international market entry decisions-where and how to enter and think about international performance in the strategic context. It will also address the types of strategies and organizational structures needed to manage international business organizations. After completing this course students will be equipped to understand and appreciate the complexities and challenges of multinational business management.
Not-For-Profit Management Concentration
MBA 740: The Not-for-Profit Sector
This course will be an introduction to the challenges of NFP management. It would explore similarities and differences between the public sector, for-profit management and NFP groups. Historical, legal, ethical, political and financial differences between the three sectors would be included. Also covers financial accountability, i.e. how to manage funds in and funds out in a NFP organization.
MBA 741: Fundraising and Resource Development
This course will focus on NFP marketing, fund development and innovative fundraising strategies, including social entrepreneurship. Covers fundraising from major donors, foundations, capital campaigns, government contracts, memberships and grassroots fundraising such as special events.
MBA 742: Executive Leadership and Governance
This course will focus on the role of the CEO and board of directors in a NFP organization. Covers executive administration, strategic management, executive decision-making and the relationships between CEO, the chair of the board, the staff and other stakeholders in the organization.
Management and Leadership: Students choose 2 Courses from the following (see the St. Ambrose University Catalog for course descriptions):
- MBA/MOL 621, Organizational Behavior, Theory and Communications, 3 credit hours
- MBA/MOL 685, Human Resource Management, 3 credit hours
- MBA/MOL 690, Leadership Through People Skills, 3 credit hours
- MBA 680, Marketing Management, 3 credit hours
- MOL 540, Organizational Communication, 3 credit hours
- MOL 529, Conflict Resolution, 3 credit hours
- MPS 552, Pastoral Management
- MCJ 640, Justice Leadership and Planning
- MSW 870, Management in Human Services
Total 15 credit hours
Finance Concentration
MBA 750: Financial Institutions Management
This course is designed to familiarize students with the workings of a commercial bank Topics that will be explored include the functions of banks, regulations, industry structure, evaluating performance and risk and strategic management of the bank. Prerequisites: MBA 675 or permission of the Assistant Director of the MBA Program.
MBA 751: Advance Corporate Finance Management
This course is designed to cover key areas of corporate finance in greater depth than in MBA 675. It will involve applying basic financial analysis techniques, investigation of the latest financial approaches in depth to realistic problems faced by the corporate financial manager. Special emphasis will be given to the relationship of decisions to internal cash flow and various sources and forms of capital available to firms. Prerequisites: MBA 675 or permission of the Assistant Director of the MBA Program.
MBA 752: Investments: Security Analysis
The objectives of this course are to give the participant an in-depth understanding of corporate and personal security investments. Attention will be given to individual company performance and its effect on its common stock and preferred securities. Attention will be given to understanding stock exchanges, personal investment analysis, portfolio construction, trading techniques and profit maximization. Prerequisites: MBA 675 or permission of the Assistant Director of the MBA Program.
Plus one of the following electives:
MBA 753: Investments: Portfolio and Risk Management
This course is an intensive study of the investment portfolios of individual and institutions, focusing on styles of management and risk analysis of such positions. It includes more advanced valuation issues and the use of derivative securities for investment and management of risk positions. Prerequisites: MBA 675 or permission of the Assistant Director of the MBA Program.
MBA 754: Topics in Finance
This course is designed to allow for the mounting of various topics in finance not covered in MBA 750 to MBA 753. The determination of the topics will be determined by issues relevant at this time or the interest of both faculty and students to study a particular topic. Examples of topics might be Ethics and Financial Decision-Making, Mergers and Acquisition, Real Estate Finance, etc. Prerequisites: MBA 675 or permission of the Assistant Director of the MBA Program.
Human Resource Management Concentration
MBA 760: Strategic Staffing and Career Management
Focuses on people as strategic resources whose availability and capabilities influence organization effectiveness. Strategies for attracting, assessing and acquiring personnel. Career management from the individual and organization perspective, with implications for planning and executing staffing policies. Prerequisites: MBA 785 or permission of the Assistant Director of the MBA Program.
MBA 761: Compensation and Benefits Management
Focuses on specific aspects of compensation and benefits systems. Major topics include legal issues, types of compensation plans, job evaluation methods, wage and salary structures, current compensation issues, types of benefits and benefits administration. Prerequisites: MBA 785 or permission of the Assistant Director of the MBA Program.
MBA 762: Training and Development
A research-based examination of training, and development programs with emphasis on societal, legal and organization factors affecting relationships among training, careers and management of organizational development. Prerequisites: MBA 785 or permission of the Assistant Director of the MBA Program.
MBA 763: Contemporary Labor Relations and Dispute Resolution
Considers issues regarding workplace fairness, procedural justice and employee discipline in both union and non-union environments. Topics include both formal and informal systems of dispute resolution, the union organizing process, and the legal restrictions on both employees, outside organizers, and management during organizing campaigns. Prerequisites: MBA 785 or permission of the Assistant Director of the MBA Program.
MBA 764: Conflict and Negotiation
In today’s busy workplace, conflict is a fact of life. Differing interests, differing styles, and differing value systems make it inevitable. This course provides a research-based exploration of conflict in and around organizations. Students explore structure, process and outcomes of interpersonal conflict. They also study and practice negotiation and learn about a variety of alternative dispute resolution systems. Prerequisites: MBA 785 or permission of the Assistant Director of the MBA Program.
MBA 765: Performance Management Systems
This course is designed to broaden and deepen MBA students’ understanding of performance management systems in organizations. It includes an examination of the environment for performance management, and how to utilize performance management to reinforce an organization’s strategy. Students will analyze different appraisal methods, and determine how to improve their effectiveness. Effectively linking performance management systems to other human resource processes such as training, development and compensation will be addressed. Prerequisites: MBA 785 or permission of the Assistant Director of the MBA Program.
Marketing Management Concentration
MBA 772: Advanced Marketing Research
This course covers the research process including problem identification to preparation of the market research report and includes project design, data collection and data analysis and interpretation. The role and scope of marketing research in marketing management will be covered through case analysis and in-class projects. A market research report is required. Prerequisites: MBA 503, if required, and MBA 680 or permission of the Assistant Director of the MBA Program.
MBA 773: Marketing Strategy
This course views marketing as both a general management responsibility and an orientation of an organization that helps one to create, capture and sustain customer value. The focus in on the business unit and its network of channels, customer relationships and alliances. Specifically, the course attempts to help develop knowledge and skills in the application of advanced marketing frameworks, concepts, and methods for making strategic choices in marketing at the business level. The format varies by instructor. Check the syllabi. The course entails a considerable amount of independent work. Prerequisites: MBA 680 or permission of the Assistant Director of the MBA Program.
MBA 774: Consumer Behavior
This course is designed to broaden and deepen the MBA student’s understanding of the external and internal influences on consumer behavior. It includes investigation of individual and organizational processes and the psychological influences that affect consumer acquisition, use and disposal of products and services. The course illuminates how marketers can utilize consumer behavior principles to more effectively design marketing strategies, and conversely, how knowledge of these influences can help individual and organizational buyers make rational and useful buying decisions. Prerequisites: MBA 785 or permission of the Assistant Director of the MBA Program.
Plus one of the following electives:
MBA 771: Ethical Issues in Marketing
This course covers contemporary ethical issues in marketing. Subjects include ethical issues that relate to all aspects of the marketing mix: products, pricing, promotion and distribution. The role of the marketing manager with respect to ethics is covered as it relates to products, markets, consumers, society and company strategy. A position paper is required. Prerequisites: MBA 680 or permission of the Assistant Director of the MBA Program.
MBA 775: Marketing Case Analysis
A case-driven course that specifically focuses on the analysis of marketing cases. The cases will cover al aspects of marketing, including, but not limited to, marketing mix strategy, market research, forecasting, sales management, consumer behavior, ethics and planning. Each student will prepare cases on his or her own, critique other presentations and take part in a major group case analysis and presentation. Prerequisites: MBA 680 or permission of the Assistant Director of the MBA Program.
MBA 776: Advertising
This course is a broad survey of advertising as a part of the mass media of communications. The discipline of advertising will be covered as an integral part of the marketing mix employed in marketing management and decision-making. Students will be expected to demonstrate critical analyses of contemporary advertising. They will be expected to demonstrate writing levels consistent with those of an MBA student in marketing. Prerequisites: MBA 680 or permission of the Assistant Director of the MBA Program.
Management Information Systems Concentration
CSCI 560: Advanced Database Management Systems
This course identifies the need for and the steps to achieve a comprehensive enterprise data strategy. An understanding of some techniques for managing the information abundance and for controlling the costs of information processing in decision making contexts is an essential requirement in achieving corporate goals.
CSCI 600: Systems Analysis in the Enterprise
An exploration of the phases in the development of an information system, the major activities that occur during the analysis and design phases; the selection and use appropriate analysis tools; data analysis and logical design of information system. Advanced techniques, used in the analysis and design of Information Systems; are presented including QRAD (Quality Rapid Application Development), YSM (Yourdon Systems Method), JAD (Joint Aided Development), CASE (Computer Aided Software Engineering), Object Oriented Analysis and Client/Server Analysis.
CSCI 650: Project Management and Control
Addresses the business and control aspects of managing projects. Students will learn how to accurately estimate a project’s scope, schedule, budget, and staffing needs. Project control will also be addressed, paying particular attention to critical-path monitoring, activity dependencies, activity lead-lag times, avoiding “scope creep,” and critical resources management.
An elective from the following:
CSCI 630: Information Assurance
Study of the issues related to management of the computer systems security function in a corporate setting. Topics include the relationship of security to a corporate mission, creating security plans and policies, budget and implementation issues, risk assessment and management, and auditing and compliance.
CSCI 660: Computers and Commerce
Examines the benefits and risks associated with a variety of computerized business systems and the impact of computerization on traditional business processes. The information technology infrastructure required to support automated business process is addressed.
CSCI 740: Management of Information Technology
This course is directly concerned with management issues surrounding information and telecommunications systems. Presents the ingredients of management knowledge necessary for success in the management of information technology. This course views information technology from the perspective of managers at several levels – from the CIO to the first line manager. It provides frameworks and management principles that current or aspiring managers can employ to cope with the challenges inherent in the implementation of rapidly advancing technology.
MBA 783: Data Communication
This course will give the student an appreciation for the scope of business and industry telecommunications, explain the basic principles that apply to the design of telecommunications and present methods for solving telecommunications problems. Major topics to be covered are fundamental concepts, transmission systems, software, hardware and overview of telecommunications industry.
Health Care Administration Concentration
MBA 790: The Healthcare Sector
This course will be an introduction to the unique characteristics of healthcare management. The legal, regulatory, ethical, philosophical and economic environment of the healthcare sector will be the primary focus. An examination of how these areas affect the management of a healthcare organization will be presented.
MBA 791: Informatics
This course will examine the use of information systems in health care organization. Potential topics include: clinical and administrative MIS systems and models; collecting, storing and retrieving data to support management activities; and the use of MIS in the areas of strategic planning and quality management.
MBA 792: Quality and Patient Safety
This course will examine quality control systems and issues, including how evidence based medicine is impacting reimbursement, and the quality issues related thereto. Additional topics include understanding basic safety design principles, such as standardization and simplification and measuring quality of care in terms of structure, process and outcomes.
And one of the following for a total of 12 credit hours:
MBA 794: Strategic Marketing in Healthcare
Healthcare organizations and integrated delivery systems face challenges from marketing in the healthcare field because of traditional and historical biases which relate to this industry. The use of advertising and promotion has been taboo in the healthcare field, particularly as it relates to non-for-profit organizations and physicians in medical practice. Strategic marketing as it relates to these areas will be explored in this course.
MBA 795: Healthcare Professional Management Issues
Addresses issues related to healthcare professionals and their interrelationships with other physicians, healthcare administrators, therapists, nurses, and patients. The course should look at medical staff structure and functions, healthcare professionals in administrative positions, as salaried employees, and as leaders in healthcare organizations.
MBA 796: Healthcare Integrated Delivery Systems Management
Focuses on the concept of integrated delivery systems (IDS), which has recently become significant in the strategic planning of health care systems. IDS are totally integrated healthcare systems both horizontally and vertically in the community. The focus of IDS is to provide the community with total management of health and healthcare services for the prevention, treatment, and management of disease processes. IDS represents comprehensive and complex interrelationships between many community organizations providing health services such as screening procedures, preventive inoculation programs, home health services, long-term care facilities, acute care facilities and outpatient surgical treatment facilities.
MBA 797: Selected Issues in Healthcare Management
Expands on current issues in healthcare important to the healthcare manager. Executive seminar course, with case studies and student presentations. Focuses on issues, which are driven by student interest. Topics may include managed care and benefits administration, financial management of healthcare organizations, healthcare politics, geriatrics/eldercare and its financing, understanding staffing techniques, total quality management in the healthcare industry, and CEO management skills in a healthcare organization.