ACCT 507 Financial Accounting for Decision Makers (3-0-3)

Provides a comprehensive study of the process of reporting and analysis of financial information for decision makers; conceptual and theoretical issues faced by the preparers; users; and the profession; analyze financial statements and relevant disclosures; Tackle ethical issues that accountants might face in the workplace.
Prerequisite: Graduate Standing

ECON 510 Managerial Economics (3-0-3)

Links economic theories with business practice to create competitive strategies for sustainability and growth. The topics covered include demand and production theories, the theory of the firm, economic optimization, cost/benefits analysis, pricing policies, information and efficiency, strategic interactions of consumers, firms markets, and regulators, and dynamics of competition.

MKT 510 Marketing Management (3-0-3)

Introduces fundamental aspects of marketing: how organizations discover and translate target audiences’ needs and wants into strategies for providing compelling value propositions that maximize organizational objectives. Builds upon these foundations to provide an understanding of the objectives and typical marketing strategies of organizations and to develop skills in applying the analytical concepts and tools of marketing to such decisions as branding, pricing, distribution, and promotion and how to monitor performance continually.

FIN 510 Managerial Finance (3-0-3)

Emphasizes the impact of financing and investment decisions on firm value. Topics include understanding risk and return, the role of financial markets and institutions, information and pricing, capital budgeting under uncertainty, firm valuation, capital structure, payout policy, leasing, mergers and acquisition, takeovers and other forms of corporate restructuring, bankruptcy, risk management, corporate governance, measuring and rewarding performance.
Pre-/Co-requisite: ACCT 508 or ACCT 507

MGT 512 Leadership and Organizational Behavior (3-0-3)

Looks at organizations as multilayered realities operating at individual, group, interpersonal and collective levels. Addresses issues of significance at all these four levels highlighting the role of leadership in managing organizations effectively. Addresses a range of topical themes such as contemporary theories and models of leadership by focusing on leadership styles, managing commitments, conflict resolution, emotional intelligence, and team dynamics. Applies the theories from psychology and sociology on leadership and managerial practice. Topics include individuals and teams, motivation, performance, rewards, problem solving, decision-making, communications, corporate culture, political dynamics, diversity, power and influence, conflict resolution, ethics, giving and receiving feedback, managing work, negotiations, leadership as well as organizational design and change.
Prerequisite: Graduate Standing

OM 513 Operations and Supply Chain Management (3-0-3)

Provides an overview of several operations and supply chain management concepts including process design and analysis; productivity competitiveness, operations strategy, forecasting, inventory management, quality management, scheduling, capacity planning, logistics and locations decisions, and project management. By focusing on the roles of different parties involved in operations and their interactions, the course will help developing the managerial insights for the supply chain management.
Prerequisite: Graduate Standing

MIS 541 Introduction to Business Analytics (3-0-3)

Introduction and scope to business analytics. Topics include data issues; descriptive analytics; classification of learning algorithms; market basket analysis; logistics regression; ethical issues; R programing, data visualization; and application of business analytics tools in different industries. Prerequisites: Graduate Standing.

MGT 580 Strategic Management (3-0-3)

Introduces the process of strategic management in organizations, including strategy formulation, implementation, and evaluation from the viewpoint of the top management. Takes students through three pillars of the strategic management framework. First, students will be exposed to the tools and frameworks meant to analyze a firm’s external environment, internal environment, and organizational paradigm. Second, students will learn how to assess a firm’s existing strategy and subsequently use the information from their analysis to devise a new strategy or alter an existing one. Third, students will learn how to implement an organizational strategy by understanding the important role of organizational change and the implications of business level strategy on functional area strategies with emphasis on integrating the functional areas of management.
Prerequisite: MGT 512 and MKT 510 Corequisite: ACCT 508 or ACCT 507

MBA Integrative Course (Experiential Learning/Capstone Course)

MBA 510 Business Practicum (3-0-3)

Semester long course of experiential learning and multidisciplinary projects. Applying academic concepts, analytical skills, and creativity to frame and resolve real business problems and challenges. Types of projects will vary. Some projects require teams to create a business strategy, solve a market entry problem, or perform complex financial modeling. Others ask students to generate product launch plans, propose operations improvements, or develop new customer relationship strategy

Pre-/Co-requisite: MGT 580