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Overview: Program of Study
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faculty | events
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advisors
recommended study schedules
full-time |
typical | part-time
course schedules
summer 2003 |
fall 2003
spring 2003 course webs
MBA 500 | MBA 504
| MBA 604 | MBA 623
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Foundation Courses
500 | 501 | 502 | 503 | 504
Core Courses
600 | 601 | 602 | 603 | 604 | 605
Concentration Electives
Strategic Human Resource Management
610 | 611 | 612 | 613 | 614
Strategic Management
621 | 622 | 623 | 624
Financial Planning
(to come)
From foundation courses through the core, this general management degree balances breadth and depth to offer a solid basis from which you may pursue a professional management career. You develop in-depth knowledge and skill in your choice of concentrations. The capstone experience lets you integrate the courses and demonstrate your progress toward the program's objectives:
... understand the language and information of business
... carry out future managerial responsibilities with analytical and quantitative skills and tools for strategic decision making
... use computer technology to meet organizational goals
Links go to catalog descriptions lower on this page.
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Foundation info: Doug Anderson |
Core info: Jim O'Donnell |
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HR Concentration info: Stephanie Argentine argentine@ubbusiness.com |
Management Concentration info: Walt Kolt |
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Financial Planning Concentration info: Evan Wardner |
Capstone Sequence info: Mike Lillis |
You can mix concentration courses and get a General MBA.
Note | The College's official course descriptions are found in the printed catalog and on the College web site: www.medaille.edu.
This course surveys micro- and macroeconomic principles, with an emphasis on strategic applications. Topics covered include: demand and supply, elasticities, firm cost structure, market structure, pricing, national income accounting, employment, and price level determination, money supply determination, and fiscal and monetary policy.
An introduction to the principles of accounting with emphasis on preparation and analysis of the four general purpose financial statements, the accounting cycle, and the types of business entities. Issues covered include cash, receivables, inventory, long-term assets, liabilities, stocks and bonds.
This course surveys elementary algebra and calculus, emphasizing practical applications in management and economics. Topics covered include: systems of linear equations, matrices, linear programming, techniques of differentiation and integration, nonlinear optimization and applications.
This course provides the basis for building decision models reflecting strategic business decision making. Various statistical methods will be analyzed that are crucial to various areas of business behavior. These include: data summarization, probability theory, statistical decision analysis, sampling and hypothesis testing, and simple linear regression.
This course surveys the computer and oral communication skills needed to prosper in today's networked organizations. By designing and running a laptop-based communications center, students will gain more control over popular software tools. They will demonstrate their competencies during oral presentations.
This course examines the conceptual foundations of information technology networks and management practices in industry, commerce, and the professions. Contemporary systems development approaches are analyzed from a managerial perspective. You will demonstrate the competencies necessary to prosper in the networked organization with an emphasis on designing and running a laptop-based communications center and World Wide Web site. In the context of the standard software development process, you will gain more control over popular software tools to make three essential business media: presentations, web sites, and images.
The purpose of this course is to examine how managers may implement more effectively the people-intensive strategies that are rapidly becoming a primary source of competitive advantage. Only by addressing human resource issues in the context of overall strategic management will managers and human resource staff together achieve the results needed to sustain and develop a business.
The objective of this course is to provide a broad survey of the field of organizational behavior on three distinct levels of analysis - individuals, groups and organizations. Specific topics to be examined from these three perspectives include: motivation, job design, leadership, diversity, organizational design, communication, decision-making, conflict management, power, innovation, and the work environment. Special attention will be given to the most common organizational development methods used in solving managerial and organizational problems.
This course is an in-depth study of cost behavior and their implications on cost-volume-profit analysis and variance analysis. Current topics in product costing are reviewed including process costing, job order costing, activity based management and just-in-time inventory. Operational decision making, pricing decisions, strategic planning/cost analysis are examined.
This course will introduce the strategies marketers use online, both business-to-business and business-to-consumer. The course will emphasize market research, usability, branding, commerce, security, metrics, personalization, community building, and especially customer service. The course will also review the popular CRM (customer relationship management), SFA (sales force automation) and marketing automation systems. In addition to furthering their presentation skills, student teams will use their new media toolkits to prototype a virtual store on the World Wide Web.
This course develops the theoretical and practical uses of financial management principles, including the concepts of risk, return, and value. Areas of concentration include working capital management, capital budgeting, the cost of capital, and capital structure.
You must select three courses (9 credits). You may mix concentration courses and get a General MBA.
The Strategic Human Resource Management Concentration trains students to relate the tactical tools of staffing, compensation, training, and evaluation to a firm's overall long-range planning process.
This course provides a comprehensive approach to labor and employment law, legislative foundations of labor laws, and the legal processes and institutions that add to their effectiveness. The course will address a variety of topics including the National Labor Relations Act, contract negotiations, strikes, unfair labor practices, federal and state employment law, equal employment opportunity legislation, and discipline and discharge matters.
This course deals with the processes, concepts and techniques relevant to the manpower planning, recruitment, and selection functions of personnel management. Specific attention will be given to major areas of interest in personnel psychology, including job analysis and job evaluation, personnel recruitment, screening, and selection, training and development, and performance appraisal.
This course focuses on pertinent theoretical and applied issues in compensation. Relevant topics include job analysis and job evaluation, pricing and job structure, performance appraisal systems, making wage decisions, compensation systems, performance standards, incentive methods, salary administration, and analytical and empirical evaluation of payment techniques and procedures.
The purpose of this course is to equip students with the skills necessary to assess individual and organizational needs, to design training sessions, to utilize effective training methods, to transfer learning to the work environment, and to evaluate training.
Whether a manager has formal responsibility for negotiating inter-firm agreements or not, he or she must contend with fellow managers for a share of organizational resources This course provides a substantive grounding in the analytics of negotiations, which can ultimately improve the chances of satisfactory agreements.
The Strategic Management Concentration trains students how to develop, manage, and market new technologies and products, as well as how to best respond to an ever changing business environment.
This course applies economic reasoning to develop a coherent analytical basis for the formulation and evaluation of the external and internal strategies of the firm. The course emphasizes practical managerial applications of topics from industrial economics and strategy: economies of scale and scope, industry analysis, market structure, commitment, dynamic competition, entry/exit, and the economics of competitive advantage.
In this course, techniques of managerial decision making are applied to problems in the management of production and operations in both manufacturing and service organizations. Quality management is emphasized throughout the course. Topics covered include: quality assurance and control, forecasting, aggregate planning, scheduling, inventory planning and control, facility location, and process and job design.
This course is about how firms become and remain international in scope. Through carefully selected comprehensive case studies and integrated text material, this course bridges both the internationalization process and multi-national management.
This course presents the importance of the marketing function in the strategic management of the organization. Within the framework of the marketing discipline, students will learn how to ascertain customer needs and to strategically plan to fill those needs while serving an increasingly diverse population. As part of this course, students will identify actual consumer needs and devise a comprehensive strategic marketing plan to fill it.
A text- and cases-based course on the strategic management of change. Emphasis is on decision making as a learning activity in a context of transformational uncertainty. Topics include: the role of innovation in competitive advantage, designing and implementing a technology strategy, forecasting the advent of novel technologies, appropriating the benefits of new technologies without undue risk exposure, and managerial styles and corporate cultures that enhance technological leadership and innovation.
This two-course (6 credit) capstone sequence addresses the major strategic alternatives open to enterprises. This sequence requires completion of a team-based project/case study.
The first of a two course integrative capstone experience, this course will teach managers to think and act strategically. Topics to be covered include various strategic management decision models, industry analysis, competitive position analysis and the analysis, choice and implementation of strategic options.
A final capstone experience, this course is intended to provide a complete integration and application of previous course work. The course consists of three parts: A series of case analysis discussions, a business simulation game in which student teams will compete with each other in a computer simulated business, and a final presentation. The final presentation will represent an extensive analysis of an existing business and report of the findings.
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