Business Administration Courses

The former "MBA" Prefix as of Spring 2004 has been reassigned to specific areas such as ACC, ECO, ETP, FIN, ISM, MGT, and MKT.

Economics Courses (ECO)

ECO 6250. Healthcare Economics (2).  Prerequisite: Graduate standing in the Healthcare Management MBA Program.  This course provides an overview of microeconomic theory as it applies to the healthcare industry with a particular focus on the implications for managerial decision making.  The course presents an economic analysis of the incentives facing the various stakeholders in the market for healthcare (patients, providers, and payers).  Concepts to be covered include the unique nature of the healthcare as a commodity, medical inflation, market failures and the potential roles for the public sector, the market for pharmaceuticals, cost-benefit and cost-effectiveness analysis, and the economics of insurance and managed care.


Entrepreneurship Courses (ETP)

ETP 6500. The Entrepreneurial Challenge (2). This course explores the contemporary view of entrepreneurship as a method of management applicable in enterprises of all sizes and stages of development. Within this view, entrepreneurs are "made, not born" as they develop different strategic orientations, different patterns of commitment to opportunity and differing perspectives on resource control, management structure, and compensation/reward policy. This orientation may be summarized as being more nimble with a persistent emphasis upon innovation. Completion of an entrepreneurship project is an integral part of the course.

ETP 6600. Opportunity Assessment (2). Prerequisite: ETP 6500. This course is designed to cultivate an understanding of the various processes involved in evaluating opportunities for new enterprise. Students will work toward developing an understanding of how personal interest, strategy, marketing, financing, and legal matters impact opportunities in terms of perception, execution and growth. A key goal will be to empower students to enhance further their understanding of how to position a new venture for success. Completion of an opportunity assessment project is an integral part of the course.

ETP 6650. Strategy for New Enterprise and Innovation (2). Prerequisite: ETP 6500. This course is designed to cultivate an understanding of the processes involved in developing strategy for new enterprise and innovation in economic environments that are increasingly fast-paced, rapidly changing, and highly uncertain. Students will explore how an entrepreneurial mindset can be used to create a richly stocked opportunity register by identifying new sources of differentiation, ways to reconfigure market spaces or resegment existing markets, mobilize innovative ideas for redesigning existing products, seize on the potential created by design breakthroughs, and develop a dynamic portfolio of strategic business options to move a venture, whether new or existing, toward an increasingly profitable and sustainable future. Individuals who are responsible for, or play a role in, technical innovation and business development  within existing organizations should find this course equally helpful to those launching new ventures.

ETP 6700. New Venture Financial Management (2). Prerequisite: ETP 6500. This course examines the effective day-to-day cash flow and resource management of an emerging business. Students will also explore the various sources of financing an entrepreneurial venture including self-funding, investments from family and friends, bootstrapping, angel investments, venture capital, and debt financing.

ETP 6750. The Entrepreneur: Driver of Social, Cultural, and Economic Transformations (2). Prerequisite: ETP 6500. Entrepreneurship is a major driving force behind social, cultural, and economic transformations around the globe. This course examines the public policy and moral implications that underlie these transformational forces.

ETP 6800. Venture Planning (2). Prerequisite: ETP 6500. This course examines the process of planning a successful launch and development of an entrepreneurial venture. Students in this class will work actual business ventures that they intend to launch or that they are already operating. Completion of a fully developed business plan for the students' ventures is the major outcome of this course.

ETP 6850. Managing a Growing Venture (2). Prerequisite: ETP 6500. For entrepreneurs and managers in growing entrepreneurial businesses to effectively manage the growth of a business they must be prepared to move their business successfully through key transitions that include managing strained resources, improving core management systems, bringing in new talent and building a team, and enhancing the operating infrastructure of the company. The owner also begins a transition into very different roles. This course is designed to providethe student with the knowledge and tools to help make growth transitions easier and more effective. It is relevant for entrepreneurs, aspiring entrepreneurs, managers and executives in growing entrepreneurial ventures, and those who consult with growing companies. Students will conduct a consulting project using material learned in class on a local growing company as the major project for the class.

ETP 6990. Independent Study (2). Under some circumstances, an independent study may be available in any area of the program, such as accounting, finance, management, etc. An instructor in that area must agree to oversee the study. Prior approval of the directing professor and the Associate Dean is required.

Finance Courses (FIN)

FIN 6100. Financial Management (2).  Prerequisite: Must pass entrance exam.  This course contains the basic financial concepts, tools, and techniques used by financial managers.  The topics covered include cash flow analysis, stock and bond valuation, capital budgeting, risk and return, the cost of capital, long-term financial planning, and strategic financial decisions.

FIN 6150. Corporate Finance (2). Prerequisite: FIN 6100 or permission of instructor. This course focuses on two topics as they relate to corporate finance: short and long term valuation / securites issuance, and options. Short term valuation / financing is analyzed from a cash and credit management perspective. Long term valuation / financing issues include discount rate estimation, alternative Net Present Value methods and mergers and aquisitions. The role of options in firm valuation and securities issuance is explored. Othr topics may also be discussed.

FIN 6200. Advanced Corporate Finance (2). Prerequisite: FIN 6100 or FIN 6150. This course focuses on two topics as they relate to corporate finance: securites issuance and derivatives. It examines the roles of backruptcy, capital structure and dividend policy in securities issuance. The roles of options and futures in coporate finaces are examined. Other topics may also be discussed.

FIN 6210. Case Studies in Finance (2). This course provides an application of financial theory to financial problems faced by corporations.

FIN 6220. Introduction to Investing (2). Prerequisite: FIN 6100 or FIN 6200. This course offers students an overview of the products and services in the investment marketplace as well as a basic understanding of how different securities are traded, valued and measured for risk/return. In addition, the course focuses on developing a top-down equity and fixed income investment selection strategy – starting with macroeconomic, sector and industry analysis, thereafter concentrating on utilizing various quantitative and qualitative fundamental and technical screens in selecting particular equity and fixed income securities.

FIN 6230. Investment Management (2). Prerequisite: FIN 6100 or FIN 6200. This course introduces students to the application of the theory behind managing equity, fixed income and balanced portfolios within different parameters for risk and return. Utilizing active and passive management disciplines, students will engage in "hands-on" learning experiences to understand how institutional asset managers use risk and return measures to structure "optimal" portfolio compositions. In addition, this course focuses on fixed income management strategies as well as how to use options and futures to enhance returns and minimize portfolio risk.

FIN 6240. Mutual Funds (2). This course analyzes the elements that affect mutual funds and their shareholders. Key topics include the role of the mutual fund manager, the ownership of mutual funds, regulation and disclosure, mutual fund costs and how mutual funds are used in retirement planning by individuals.

FIN 6250. International Corporate Finance (2). This course studies the application of financial management principles to the financial decisions of multinational corporations. The underlying causes of the accounting and economic exposure of multinational corporations are examined. The financial instruments available to hedge accounting and economic exposure are identified. The capital budgeting process is explored from the perspective of a multinational corporation.

FIN 6260. International Financial Markets and Institutions (2). This course analyzes the key financial markets and instruments that facilitate international trade and investment activity. The economic determinants of prices, price changes and price relationships in the major financial markets are studied and the financial tools and techniques used to manage price exposure are identified.

FIN 6290. Special Topics in Finance (2). Special topics in finance are explored.

FIN 6410. Advanced Healthcare Financial Management (2). Prerequisite: Graduate standing in the Healthcare Management MBA Program and FIN 6100 or the equivalent course.  Basic principles of financial management with specific applications and modifications for healthcare organizations.  The course makes extensive use of case studies and problems to apply principles to topics not addressed in Finance 6100.  Examples include financial ratios applicable to health providers and insurance companies, cost effectiveness estimation, issues in healthcare revenue cycle and value chain, recognizing sources of risk in reimbursement options and addressing risk in financial plans.

FIN 6990. Independent Study (2). Under some circumstances, an independent study may be available in any area of the program, such as accounting, finance, management, etc. An instructor in that area must agree to oversee the study. Prior approval of the directing professor and the Associate Dean is required.

Management Courses of Information Systems (MIS)

MIS 6210. Healthcare Informatics (2).  Prerequisite: Graduate standing in the Healthcare Management MBA Program. This course prepares graduate healthcare management students to interact with providers and IT personnel to manage information and information systems for integrated health care delivery. Prior knowledge of the healthcare delivery system is required. Topics include characteristics of health care  data including standards; healthcare workflows as they relate  to healthcare IT; major types of  information systems in healthcare; the health care IT legislative environment; issues in health care interoperability including Health Information Exchanges; E -health and E-business in health care; the  link between financial arrangements and HIT capabilities; issues of privacy, security and disaster recovery in health care, implementation and change management in health care settings including aspects of project management; and IT in the health care strategic planning process.

MIS 6550. Management of Technology (2). This course develops an understanding of the key information technologies that are used in organizations and provides an overview of the key concepts, theories, and themes of information science. Both existing and new, emerging technologies will be studied to provide students with an awareness of these technologies and their associated capabilities. Students will consider the various technologies that may be used to promote managing and improving organizational strategy and effectiveness. The objective of the course is to prepare students to provide leadership in managing the use of information and information technology. While some of the material may be technical in nature, the perspective taken will be that of the manager.

MIS 6930. Business Data Management and Analysis (2). This course will provide students with a greater understanding of data management and analysis, organizational systems, work-flow processes, and user requirements that will translate into skills that are vital for individuals looking to better manage organizational assets and maximize shareholder wealth.

MIS 6990. Independent Study (2). Under some circumstances, an independent study may be available in any area of the program, such as accounting, finance, management, etc. An instructor in that area must agree to oversee the study. Prior approval of the directing professor and the Associate Dean is required.

Management Courses (MGT)

MGT 5520. Organizational Behavior and Leadership in Sport (2). This course provides a foundation and understanding of human behavior and leadership in organizations related to sport administration. Key content areas include organizational structure, design systems and culture; effective human resource management and leadership models and practice; decision making, problem solving, and conflict resolution; ethical behavior; and conducting research.

MGT 6010. Quantitative Concepts and Methods I (2). This course considers basic mathematical concepts and methods that form the foundation for quantitative analysis of business information. Course topics include fundamentals of algebra, linear and non-linear functions, elementary differential calculus, use of graphical tools and mathematical functions in standard software packages.

MGT 6020. Quantitative Concepts and Methods II (2). Prerequisite: MGT 6010. This course considers basic probability and statistical concepts and methods that form the foundation for quantitative analysis of business information. Course topics include elementary statistical distributions including binomial, Poisson and normal; expected values, variances and covariances of random variables; elementary regression and correlation; elementary time series models; and graphical presentation of time series and other statistical data using standard software packages.

MGT 6200. Health Care Ethics (2). This course provides health care managers with guidance in preventing and dealing with managerial and biomedical ethical problems, suggests substantive ethical principles and procedural methodologies by which managers can understand, analyze, and resolve ethical problems, encourages and aids managers to develop a personal ethic to guide their practice, and suggests ways to build ethically responsible health care organizations. (Formerly listed as HCM 640)

MGT 6210. Legal Issue in Health Care (2). Selected legal principles and their application to the health field. Legal aspects of corporate liability, medical malpractice, admission and discharge processes, medical staff bylaws, informed consent, nursing, patient's rights, medical records, and governmental regulation of personnel and health facilities. (Formerly listed as HCM 641)

MGT 6220. Health Care Human Resource Management (2). Prerequisite: Graduate Standing and MGT 6280. This course deals with human resource issues in the health care organization. Particular attention is directed to the specific functions of human resources, not limited to but including job analysis, recruitment and retention, selection, placement, training and education, performance evaluation, compensation and rewards, safety and benefits, management employee relations and legal ramifications of these functions. The relationships between the administrative, legal and technical structures (related to the appropriate communication protocol and policy guidelines) and the professional relationships within the healthcare organizational structure (regarding the physicians, nurses, allied professions, and administrative personnel) will be studied in depth. Current and contemporary human resource management issues within the fields of healthcare management and operational activities will also be addressed.

MGT 6230. Strategic Planning and Public Policy (2). Prerequisites: MGT 6250, MGT 6280, MGT 6750. Methods for strategic planning and management of health services organizations. Techniques for determining strategies for unique services; integration of strategy, structure, and administrative systems will be presented. Policy-making process in the U.S. Review of forces influencing policy-making, legislative processes, and the evolution of U.S. health policy. (Formerly listed as HCM 643)

MGT 6240. Leading Complex Healthcare Organizations (2).  This course examines the application of quality improvement programs and standards required in diverse healthcare organizations as well as various tools used to measure, evaluate and improve quality. Factors such as quality improvement initiatives, governmental and regulatory influences, accreditation standards and guidelines, process redesign, and emerging issues are studied in detail.

MGT 6250 . Health Insurance and Managed Care (2). This course will consider insurance payment mechanisms and alternative as well as risk management, patient-provider relationships, antitrust and health legislation. The section on managed care will cover organizational models, operational issues in developing a managed care network, implications of ownership (for profit vs. non-profit plans), actuarial issues, and the management of physician behavior. (Formerly listed as HCM 645)

MGT 6260 . Managing Healthcare Interfaces (2). Prerequisites: MGT 6250, MGT 6280, MGT 6400. This course considers special challenges and opportunities for health services managers in working with physicians and other clinical professionals. Professional education and socialization processes and examination of ways to bring together clinical and administrative concerns will be reviewed. (Formerly listed as HCM 646)

MGT 6270. Leading Complex Healthcare Organizations (2). Prerequisite: Healthcare graduate program standing or permission of the instructor.  This course explores the various applications of leadership and management principles as applied to specific healthcare settings. The course will include current topics within the field of health care management, leadership, professionalism and ethical issues which healthcare executives face throughout their careers.

MGT 6280. The American Health Care System (2). This is a foundation course covering concepts, structures, functions and values which characterize contemporary health care systems in the U.S. This includes an overview of the components of the healthcare delivery system as well as an analysis of current healthcare issues. (Formerly listed as HCM 648)

MGT 6290. Special Topics in Healthcare (1-3). This course offers opportunity for supervised individual or team research and analysis of healthcare issues and problems. Prior approval of the directing professor and the Associate Dean is required.

MGT 6300. International Business (2). This course consists of an overview of the environmental framework in which global firms operate. The course focuses on the opportunities and issues of entry into global markets and operation of global firms. These issues will be explored within the context of the economic, financial, governmental, cultural and social environment.

MGT 6350. International Business Study Abroad (2). Prerequisite: MGT 6300. Students travel overseas with a group to gain practical experience in an international environment. Prior to departure, students research the country and businesses to be visited to gain a better understanding of the working environments of their host. Once in the country, students explore and visit cultural, social, educational, and business environment in the one-week visit. A final class project, based on the student's research and experience is required.

MGT 6400. Management of Business Processes and Operations (2). This course is focused on design, integration, and improvement of the interrelated work activities that combine to produce an organization's products or services. Emphasis is placed on well-designed and well-managed operations as a source of customer satisfaction, reduced cost and sustainable competitive advantage. Topics include product and service design, process design and improvement, process technology, process planning and scheduling, strategies for dealing with fluctuating demand, procurement and supply management, and management of people. Quantitative models useful for operations analysis and decision-making are included.

MGT 6420. Patient-Centered Care and Clinical Systems (2). Prerequisite: Graduate standing in the Healthcare Management MBA Program. This course examines how the various clinical and non-clinical departments can design, practice (or collaborate in) the patient-centered care approach to providing healthcare services to the healthcare consumer. The topics will include the Planetree Patient-Centered  Care method, patient advocacy, clinical advocacy, patient satisfaction, employee satisfaction, contributions of patient advocacy for patient­ centered care, policies and laws that support patient-centered  care, e-patients (consumers who use on-line health information) electronic health records, patient access to medical information, the role of the family in patient-centered  care, environmental designs that support a patient-centered  care and the Lean  Hospitals System: Improving quality, patient safety and employee engagement and the impact on patient­ centered care. (Please see topical list for an expanded list of topics)

MGT 6430. Comparative Healthcare Systems (2). Prerequisite: Graduate standing in the Healthcare Management MBA Program. This is a survey course covering concepts, structures, functions, and values which characterize contemporary health care systems in the U.S and overseas. This includes an overview of the components of the health care delivery system as well as an analysis of current healthcare issues. We will compare the coverage, financing, and delivery of care in the U.S. with at least six other countries.

MGT 6440. Healthcare Law and Ethics (2). Prerequisite: Graduate standing in the Healthcare Management MBA Program. This course covers selected legal principles and their application to the health field: Legal aspects of corporate liability, medical malpractice, admission and discharge processes, medical staff bylaws, informed consent, nursing, patient's rights, medical records, and governmental regulation of personnel and health facilities.  The course also provides health care managers with guidance in preventing and dealing with managerial and biomedical ethical problems, suggests substantive ethical principles and procedural methodologies by which managers can understand, analyze, and resolve ethical problems, encourages and aids managers to develop a personal ethic to guide their practice, and suggests ways to build ethically responsible healthcare organizations.

MGT 6510. Statistical Thinking for Managers (2). This course considers concepts and methods to interpret the meaning of variation in organizational performance indicators and to take effective actions to improve performance.

MGT 6520. Decision Models (2). This course considers mathematical and statistical models for decision making. These models provide important insights about a broad spectrum of management issues and problems. Topics include decision-making under uncertainty, linear programming, queuing models and simulation models.

MGT 6530. Manufacturing Process Management (2). Prerequisite: MGT 6400. This course considers methods to develop capability to produce high quality products at reduced cost. Methods considered include process mapping, statistical study of variation, process capability analysis, planned experimentation, design for producibility, failure modes analysis, process reliability and principles for process design.

MGT 6540. Service Process Management (2). Prerequisite: MGT 6400. This course considers methods to develop capability to produce high quality services at reduced cost. Methods considered include process mapping, statistical study of variation, planned experimentation, queuing studies, failure modes analysis and principles for process design.

MGT 6560. System Management (2). This course considers the application of insights from system theory to business management. Responsibilities of the manager to integrate and coordinate the organization's subsystems are considered. Systemic structures that affect interpersonal interactions, decision making, and business performance are discussed. Topics include system structures, functions, and dynamics.

MGT 6590. Special Topics in Process Management (2). This course considers new developments in the area of process management.

MGT 6600. Product/Service Costing and Pricing (2). Prerequisites: ACC 6480, MGT 6400 and MKT 6450. This course examines the relationship between costs and price for products and services in a market-driven economy. Costs of producing, distributing, and selling the product are discussed, along with selecting a pricing method, such as markup pricing, target-return pricing, perceived value pricing, value pricing, and going-rate pricing. Experts representing a broad cross-section of industries will discuss their pricing methods.

MGT 6650. Organizational Behavior and Management (2). This course provides a foundation and understanding of human behavior in organizations, including the effect of organization structure, design, systems and culture on that behavior. The course explores current approaches, successful practices and models that managers use to influence individuals and groups within and outside the organization.

MGT 6710. The Legal and Ethical Environment of Business (2). This course examines how the legal environment shapes managerial decision-making and the ethical issues that emerge. Topics include the regulatory environment, contracts, business torts, partnership and corporations, anti-trust, environmental law, employment law, and ethical considerations in business from a stakeholder theory perspective. Key philosophies of ethics and social responsibility are examined through class exercises and case analyses providing students with the opportunity to identify, understand, articulate and model ethical behaviors in decision-making.

MGT 6720. Leadership in Organizations (2). This course explores factors that contribute to effective and ineffective leadership within organizations. The varied facets and components of leadership will be considered, and current trends and developments in theory and practice will be discussed, with an emphasis on learning about ourselves within a leadership context. The class involves a combination of lecture, discussion, presentations, case analysis, videos, guest speakers, and in-class exercises.

MGT 6750. Strategic Management (2). Prerequisites: ACC 6480, MGT 6400, MKT 6450. This course focuses on general manager's roles and needed skills, especially the ability to formulate and implement strategies. Key areas include vision, external and internal analysis, strategic alternatives and functional strategies. A variety of industry and organizational settings are examined. Instructional methods include a combination of readings, case studies, group and class discussions, guest speakers and a course project. Capstone course to be taken in the final semester.

MGT 6900. Human Resource Management (2). This course provides an overview of Human Resource Management from a strategic perspective in a fast-changing business environment. Attention is given to legal compliance issues, staffing processes, compensation and benefits, performance appraisals and employee discipline. Through the use of class exercises and cases, students examine the way contemporary HR departments function and how managers can interact with HR professionals.

MGT 6920. Human Dimensions of Business (2). This course provides an understanding of human behavior in the workplace and offers strategies for professional and personal effectiveness. This is primarily a reading and discussion course that deals with human dimension issues including balancing the personal and professional, setting personal and professional goals, stress and conflict management and other related topics.

MGT 6930. Management Consulting (2). Students will gain an in-depth understanding of the management consulting process and its practical applications within a client setting. Topics will include consultant-client relationships, client firm entry, ethical practice, data collection and analysis, feedback, and development of recommendations. Course instruction is supplemented through presentations by practicing management consultants who will further address topics including client expectations, how to facilitate strategic change, and differences between independent versus internal consulting, among others.

MGT 6940. Decision Making and Negotiation Skills (2). This course will examine the cognitive aspects and the dynamics of decision making. In addition, the course will explore the process of negotiation and decision making when two or more individuals or groups are involved. Skills for improved negotiating will be introduced.

MGT 6950. Advanced Negotiation and Deal-making (2). Prerequisite: MGT 6940. This is an advanced course in negotiation and dispute resolution, focusing on the complex modern social and business problems. In most instances, the course will address multi-party, multi-issue business deal-making.

MGT 6980. Directed Research (2). This course provides students an opportunity to apply research concepts to a particular project within a firm. The computer is expected to be extensively utilized. Prior approval of the directing professor and the Associate Dean is required.

MGT 6990. Independent Study (2). Under some circumstances, an independent study may be available in any area of the program, such as accounting, finance, management, etc. An instructor in that area must agree to oversee the study. Prior approval of the directing professor and the Associate Dean is required.

Marketing Courses (MKT)

MKT 6450. Marketing Management (2). This course provides students opportunities to study and practice the managerial approach to marketing. Marketing managers are viewed as decision-makers and problem-solvers. The course includes lectures, case analysis, guest speakers, and team projects, which integrate the student's marketing background. Strategic choices of marketing mix variables are investigated in the context of industrial and consumer goods companies of various sizes.

MKT 6470. Market Research (2). Prerequisite: MKT 6450 or consent of instructor. A study of modern marketing research techniques and their applications. Topics include research design, questionnaire design, sampling, data collection and analysis, and report preparation and presentation. This course normally includes a major project.

MKT 6480. Strategic Brand Management (2). Prerequisite: MKT 6450 or consent of instructor.

MKT 6950. Strategic Marketing Planning (2). This course acquaints students with the marketing planning process and concepts. Various analytical tools are studied which make market planning more effective.

MKT 6990. Independent Study (2). Under some circumstances, an independent study may be available in any area of the program, such as accounting, finance, management, etc. An instructor in that area must agree to oversee the study. Prior approval of the directing professor and the Associate Dean is required.