2013–2014 Master of Business Administration Courses


MBA 501 Economics Foundational Literacy (0)

This foundational workshop provides an overview of economic theory in order to prepare entering MBA students for the economics literacy exam as required. Offered Fall, Spring, and Summer.

MBA 502 Accounting Foundational Literacy (0)

This foundational workshop provides an overview of accounting procedures and reporting to prepare entering MBA students for the core accounting course. Offered Fall, Spring, and Summer.

MBA 506 Quantitative Methods/Statistics Foundational Literacy (0)

This foundational workshop provides an overview of quantitative tools and computer based applications to prepare entering MBA students for the quantitative methods literacy exam as required. Offered Fall, Spring, and Summer.

MBA 508 Finance Foundational Literacy (0)

This foundational workshop provides an overview of financial analysis methods to prepare entering MBA students for the finance literacy exam as required. Offered Fall, Spring, and Summer.

MBA 510E International Marketing (3)

Explores marketing strategies unique to international business. Focuses on modifications of marketing strategies and tactics occasioned by environmental differences. Prerequisite: MBA 645C. Offered Fall and Spring semesters.

MBA 520E       International Management (3)

Explores and analyzes the practice of global management. The focus is on the entire spectrum of international management, including large multinational enterprises. Students study both the general internationalization process and the more comprehensive and complex management requirements of global business organizations. Offered Fall semester.

MBA 530E International Economics (3)

A survey course in international trade dealing with the economic basis for trade among nations, tariffs, customs unions, balance of payments, exchange rates, and public policy. Prerequisite: MBA 501, 620C, 655C. Offered Spring semester.

MBA 535E Macroeconomic Theory (3)

Intermediate study of income, employment, and output; also the role of fiscal and monetary policies. Prerequisite: MBA 501, 620C. Offered Fall semester.

MBA 542E Special Topics in Financial Accounting (2)

This course provides in-depth coverage of financial accounting and reporting topics from both a theoretical and practical standpoint. Topics include: the international accounting environment, derivatives and related accounting issues, foreign currency transactions, interim reporting and disclosures about segments of an enterprise, and partnerships. Review of topics covered on the uniform CPA examination is addressed. Prerequisite:  ACCT 360 or equivalent as determined by the graduate faculty chair.

MBA 543E Special Topics in Managerial and Cost Accounting (2)

This course provides in-depth coverage of managerial and cost accounting topics from both a theoretical and practical standpoint. Topics include: job costing, process costing, activity-based costing and management, measuring and assigning support department costs, joint product and by-product costing, joint management of revenues and cost, and performance evaluation and compensation. Review of topics covered on the uniform CPA examination is addressed. Prerequisite:  ACCT 374 or equivalent as determined by the graduate faculty chair.

MBA 544E Business Combinations (2)

This course provides in-depth coverage of accounting for business combinations including acquisitions, equity and consolidation procedures, transactions subsequent to acquisition, intercompany transactions, and special issues in accounting for an investment in a subsidiary. Review of topics covered on the uniform CPA examination is addressed. Prerequisite:  ACCT 360 or equivalent as determined by the graduate faculty chair.

MBA 545E Government & Not-for-Profit Accounting (2)

This course provides coverage of accounting and reporting for government and not-for-profit entities. Topics include:  governmental accounting, fund accounting and account groups, financial reporting issues, and accounting for private not-for-profit organizations. Review of topics covered on the uniform CPA examination is addressed. Prerequisite:  ACCT 360 or equivalent as determined by the graduate faculty chair.

MBA 548E Budgeting and Finance for Community Organizations (2)

This course provides basic economic, financial, and accounting tools for leaders in non-profit organizations, social service agencies, and other community organizations. Students will learn the economic and financial principles that guide policy-making, how to conduct economic and financial analyses of proposed projects and initiatives, and how to set up and manage a budget. Students will apply these concepts to projects from their work-place and community settings.

MBA 550E International Finance (3)

Topics studied include financing of international transactions, balance of payments between nations, international financial institutions and foreign exchange markets. Prerequisites: MBA 506, 508, 620C, 635C. Offered Spring semester.

MBA 560E Entrepreneurship (2)

This course explores the entire cycle of new venture creation from concept development to cash flow, including idea generation, feasibility research, planning, funding, building a team, executing the launch, finding customers and producing profit. The course focuses on the skills and activities of successful entrepreneurs; they know their industry, seize opportunities, work with passion and tenacity, build powerful teams, get more from less, provide phenomenal customer service, differentiate their products and services, and contribute to their communities. At the conclusion of the course students will understand the challenges of starting a business, the keys to success, and whether or not self-employment is right for them. Prerequisites: MBA 501, 502, 506, 508. Offered Fall and Spring semesters.

MBA 562E Investments and Analysis (3)

A survey of the organization and regulation of security markets, security analysis and valuation, and principles of portfolio management from the perspective of the individual investor. Offered Fall, Spring and Summer semesters.

MBA 600C The Language of Strategy (2)

This course is designed to orient the new MBA student to the concepts and language of business policy and strategy, and to prepare the student for more in-depth discussion of strategic/organizational management principles in future coursework. The student is introduced to the tools of strategic decision making, basic analysis of competitive advantage, and strategy alternatives at various levels. In addition, the student will learn and exercise creative thinking and problem solving skills. Offered Fall, Spring and Summer semesters.

MBA 605C Executive Development (2)

No matter the level or role an individual plays within an organization, to be successful it is critical that each member: takes on an appropriate leadership role, has the requisite skills to drive success, and knows how to work with and through teams to achieve success. This three part course is designed as a distinctive approach to executive development. The cornerstone component of this course is to immerse students in situations that develop their leadership, their communication presentation skills and their teambuilding abilities. Prerequisite: MBA 600C. Offered Fall, Spring and Summer semesters.

MBA 610C Data Analysis for Decision Making (2)

One of the sources of successful management is the ability to find the information needed, to understand it, and to use it effectively. This course teaches how to seek and analyze the data for managerial decision making. Topics include risk analysis and predictions and forecasting, with applications in different areas of managerial decisions. Students who did not take a Statistics class as an undergraduate are responsible for attending the Quantitative Methods/Statistics (MBA 506) Foundational Literacy Workshop prior to enrolling in this class. Offered Fall, Spring and Summer semesters.

MBA 611E New Product Development (2)

It is widely acknowledged that new products are critical to the growth and profitability of most industries today, and yet the majority of new products introduced each year fail to meet expectations. This course focuses on how to manage a new product development program and mitigate the risks involved by employing tools, such as the Stage-Gate™ process and Quality Function Deployment, that provide the discipline and structure needed in order to allocate resources and maximize the probability of success. Emphasis is placed on the development of products which are more than simple product line extensions, and particularly those that have high technology content and/or are destined for technology-oriented markets. Prerequisites:  MBA 645C. Same as MTECH 651. Offered Block 1, Fall and Block 2, Spring semester.

MBA 612E Qualitative Research (2)

The course will cover theoretical, practical, and specific examination of various paradigms for conducting qualitative work including strategies to study people in their natural setting. Techniques for collecting, analyzing, interpreting, and reporting findings will be examined and practiced. Qualitative is not synonymous with interpretive. Qualitative research may be interpretive based upon the philosophical assumptions of the researcher. Prerequisite:  MBA 610C.

MBA 615C The Ethical Leader (2)

Advances students’ understanding of ethics and ethics within the context of business. The objectives of this course are to help students recognize ethical situations when they appear, provide various perspectives upon both the normative and descriptive nature of ethics, explore reasons as to why one might come to hold certain views, and to provide some empirical data as to not only what this particular class believes but what ethical views people in general really do hold. Offered Fall, Spring and Summer semesters.

MBA 615E Personal Financial Planning & Insurance (3)

This course is an introduction to the basics that will form the foundation of knowledge for the financial services professional. The financial planning process; the legal, ethical, and regulatory issues affecting financial planners; and time value of money concepts are covered. The course continues with a discussion of the principles of risk management and insurance, allowing the student to identify a client’s risk exposure and select appropriate risk management techniques. Prerequisite: MBA 501, 508. Offered Fall semester.

MBA 616E Retirement Planning & Employee Benefits (3)

This course covers all the major retirement-related issues: retirement savings need analysis, qualified retirement plan design, Social Security, Medicare, and more. In addition, group life, health, and disability insurance; nonqualified deferred compensation; and other commonly provided employee benefits are examined. Offered Spring semester.

MBA 617E Securities Regulations and Trading (3)

This course is an introduction to the Securities Industry. It focuses on the rules, regulations, and laws an individual must know to be prepared to function as a licensed professional dealing with securities. Offered Spring semester.

MBA 618E       Cases in Financial Planning (3)

This course integrates the concepts and theories students acquire in their educational experience at Westminster. The focus of this course is on utilizing this knowledge to develop solutions to complex and multi-faceted financial problems supported with rational justification of conclusions and recommendations. Prerequisites: MBA 615E, 616E, 641E, 642E, 690E. Offered Spring semester.

MBA 620C Understanding Market Dynamics (2)

This course analyzes the multi-faceted environment in which the firm has to operate in today’s complex world. Economic, political and other forces influencing the firm’s position and its possible strategies are discussed, on all pertinent levels: global, national, as well as the level of firm’s own industry. Students who did not take an Economics class as an undergraduate are responsible for attending the Economics (MBA 501) Foundational Literacy Workshop prior to enrolling in this class. Offered Fall, Spring and Summer semesters.

MBA 623E Simulation Modeling (2)

In today’s complex business environment, managers must be able to make increasingly complex decisions. By using simulation techniques within basic spreadsheets, managers can build powerful models for decision making. This course aims to introduce simulation software and discuss how a multitude of business decisions can be enhanced by simulation models. We will cover a range of applications from finance (e.g., valuation, cash management, real options), marketing (e.g., market share with advertising and promotions), operations (e.g., capacity planning, inventory management), and economics (e.g., competitive bidding). These applications allow us to introduce advanced simulation topics such as optimization of simulation models, as well as to provide the student with a broad range of simulation modeling experience and skills. Prerequisites:  MBA 501, 502, 506, 508.

MBA 624E Financing New Ventures (2)

This course analyzes the financing options available to new ventures and the financial viability of new ventures. Securities and Exchange Commission regulations, due diligence procedures, financing events, and tactical maneuvers necessary in financing stages are explored. The course includes financing start-ups, financial planning for the smaller enterprise, going public, selling out, and evaluating multiple capital sources. Prerequisites: MBA 635C. Offered Fall and Spring semesters. Same as MTECH 654.

MBA 625C Financial Reporting and Control (2)

The course explores the concepts and application of recording, analyzing and reporting business transactions and processes for financial reporting and analysis for financial decision-making. This course addresses reporting and control techniques for both internal and external users of financial information and the primary financial statements in which managerial decision-making and analysis are emphasized. Prerequisites: MBA 502, 508, 610C, 615C. Offered Fall, Spring and Summer semesters.

MBA 626E Lectures in Entrepreneurship (2)

This course brings successful entrepreneurs from the community into the classroom. Each entrepreneur will discuss critical issues relevant to his or her business: developing the idea, validating the concept, planning the venture, raising funds, building a team, launching the company, sales and marketing, customer service, growing the business, and the keys to success. Students will relate the key principles taught by each entrepreneur to research and theory they’ve learned in other courses, and then apply what they’ve learned to the creation of new ventures. Offered Spring semester.

MBA 627E Social Entrepreneurship (2)

In this course, students will learn innovative approaches to creating and leading enterprises designed to address community issues. The course prepares students to apply management and entrepreneurial skills creatively in for-profits, nonprofits, foundations, and advocacy groups, and helps them learn to apply business management principles to social problems and opportunities. Learning approaches include cases, films, readings, and guest speakers from a variety of organizations in the community. Offered Spring semester.

MBA 628E Marketing New Ventures (2)

This course brings together all the topics, concepts and skills relevant to marking new ventures. It addresses the unique issues and challenges entrepreneurs face when bringing new products and businesses to market. Students will study the marketing strategies and methods used by start-up, early-stage, and small-business enterprises. The course compares conventional marketing with entrepreneurial marketing through use of the case method. Offered Fall semester.

MBA 630C Financial Design and Analysis (2)

This course builds on the concepts and applications in Financial Reporting and Controls, focusing on three leadership decisions: (1) how to evaluate investment opportunities; (2) how financial policies affect firm liquidity; and (3) how integrated financing decisions affect firm value. The course will take a corporate perspective relative to growth, cash flow implications for valuation, liquidity and working capital, financial alternatives and their costs, capital structure and the impact of leverage, and income distribution models and dividends. Prerequisite:  MBA 625C. Offered Fall, Spring and Summer semesters.

MBA 631E Business Valuation (2)

This course focuses on the theory and, more importantly, the practice of determining the value of closely help businesses as well as start-ups. In addition to determining value, the class will focus on value creation, valuation as it applies to mergers & acquisitions and value management within organizations. This course will be of particular interest to students who are interested in pursuing careers in entrepreneurial settings such as starting a company, purchasing a business, working in business development, mergers & acquisitions and the practice of professional business valuation. Prerequisites: MBA 635C, 645C. Offered Fall semester.

MBA 632E Mergers & Acquisitions (2)

This course studies the theory, strategy and execution of mergers and acquisitions. M&A is among the most dynamic, and difficult, strategic activities that firms can undertake. While the market for M&A has been very cyclical, corporate strategists need to understand the application of M&A techniques, including due diligence, deal structure, valuation, financing, and post-merger integration issues. Prerequisites: MBA 620C, 635C, 645C. Offered Spring semester.

MBA 634E Business Plan Development  (2)

Develops a framework for beginning an entrepreneurial firm with the focus on being and remaining innovative, starting with the business plan and continuing through the firm life cycle. Using case studies to develop successful business plans, the course specifically analyzes the market need, financing options, demand estimation, and financial forecasting. Through each phase of the planning, special emphasis is accorded to issues surrounding firm flexibility versus rigidity for maximum receptiveness to innovation. Models for the continued use of planning criteria for post start-up phases are developed and analyzed. Prerequisite:  MBA 560E, 620C, 625C, 635C, 645C. Offered Spring semester.

MBA 635C Executive Financial Decision Making (2)

This course introduces techniques for high-level financial performance evaluation and decision-making. It requires students to utilize and synthesize finance and accounting concepts introduced in MBA 625C and 630C. Topics include valuation, cost of capital, investment decisions, and financial statement analysis. Prerequisites:  MBA 625C. Offered Fall, Spring and Summer semesters.

MBA 636E Decision Making and Influence (2)

The purpose of this course is to strengthen students’ decision making and influence competence. The course focuses on theoretical decision making principles, decision making research, and behavioral skills useful in making effective decisions and influencing others. Throughout the course students will have many opportunities to practice skills, receive feedback from peers and the professor, analyze their current skills, and find ways to improve their expertise.

MBA 637E Negotiation and Persuasion (2)

In today’s complex business environment, effective negotiation skills are critical in order to build valuable alliances, adapt to unexpected developments, and overcome conflicts. This course will develop negotiation skills with a focus on analyzing the interests of other parties and using language to facilitate successful negotiations. Offered Spring and Summer semesters.

MBA 640C Managing Processes (2)

Upon the completion of this course, students will be able to explain and illustrate the purpose, importance and place of operations management in organizations; identify and discuss the key operational issues faced by operations managers; and select and apply appropriate tools and techniques to analyze complex operational issues, and use them to develop viable courses of action. Prerequisites:  MBA 506, 610C. Offered Fall and Spring semesters.

MBA 641E Individual Income Taxation (3)

Designed for both accounting and non-accounting students. The course provides comprehensive coverage of the Federal income tax structure, tax research and application of tax principles to preparation of individual tax returns, and tax opinion letters. Offered Fall semester.

MBA 642E Estate and Tax Planning Strategy (3)

This course deals with the Federal tax statutes, regulations, rulings, and leading cases applicable to individual and other taxpayers with special emphasis placed upon estate planning. The probate process, federal gift taxes, estate taxes, trusts, valuation of assets, and estate planning techniques are areas covered in this course.

MBA 643E Corporate Income Taxation (3)

Provides comprehensive coverage of the Federal income tax structure and application of tax principles to specific problems. Encompasses partnerships, corporation, and other taxation areas; includes preparation of tax returns for corporations and pass-thru entities. Prerequisite:  MBA 502. Offered Spring semester.

MBA 645C Value Creation and Delivery (2)

A quick survey today of organizational mission statements and strategies reveals that executives place emphasis on a market based focus while providing value to consumers through the satisfaction of consumer needs. Understanding the market and consumers and then interpreting this information into viable marketing strategies is the goal of marketing management. Marketing is not just a functional area; it is a way of conducting business in today’s competitive environment. Marketing must be understood by every member of the organization, not just tasks relegated to the marketing department. This course contains on-line and in class components. Lectures, presentations, cases, projects, and interaction with the business community compose the delivery methods. Offered Fall, Spring and Summer semesters.

MBA 648E Special Topics in International Business (3)

Special topics in international business are offered periodically under this course number.

MBA 650C Leading Dynamic Organizations (2)

The purpose of this course is to help students learn the social science tools needed to effectively lead and manage organizations and people. A variety of hands-on activities in real and hypothetical organizations are used to teach the principles governing human behavior at the individual, group and organizational levels. Learning activities are designed to maximize the personal relevance of each topic and illustrate how the concepts apply to actual organizations. Prerequisite: MBA 605C. Offered Fall, Spring and Summer semesters.

MBA 651E The Nonprofit Organization (2)

The course provides an overview of the history, development, role, auspices, organization, and purposes of nonprofit agencies in the U. S. and the world. Emphasis is placed on structure, planning, program, policies, organizational management, governance and stewardship, resource development, community building, advocacy, volunteer services, and problems that face nonprofits. The course also addresses social, political, economic, cultural and ideological issues. Group and individual projects, research on nonprofit agencies, and oral presentations will be included. Class time will include lectures, discussions, case studies, team projects and guest speakers. Offered Fall semester.

MBA 653E Internship (1–3)

Work experience in field of study or career. Prerequisite: completion of a minimum of 15 Westminster credit hours or permission of instructor, completion of the Career Center Internship workshop, and consent of Practice/Experience Coordinator and Career Center Internship Coordinator.

MBA 655C Global Environment of the Firm (2)

In today’s global economy, the firm never operates locally. Even a regional U.S. firm is impacted daily by competition from around the world, since it has to face international forces affecting its product market, its factor markets and its related industries. This course provides a framework to develop strategies incorporating global influences for both the firm seeking to compete globally and the firm facing competitive pressures from abroad. Economic, social, financial, demographic and cultural aspects are considered. Prerequisites:  MBA 620C, 635C, 645C. Offered Fall, Spring and Summer semesters.

MBA 658E Communication & Interpersonal Skills (2)

Communication effectiveness is crucial for leaders in today’s complex, volatile business climate. Research spanning several decades consistently has shown that leaders with strong communication skills are more likely to receive job offers and promotions, and they’re more successful when faced with a wide range of leadership challenges, including working in teams, coaching others, resolving conflicts, and negotiating. Communication is an essential leadership tool; leaders who communicate well are more credible and effective. The course focuses on four primary aspects of communication: interpersonal communication, discussion facilitation, oral presentations, and writing. Offered Spring semester.

MBA 659E Special Topics in Management Information Systems (3)

Special topics in management information systems are offered periodically under this course number.

MBA 660E Special Topics in Business (3)

Special topics in business are offered periodically under this course number.

MBA 661E Econometrics (3)

Introduction to simple and multiple regression analyses with applications to business and economics. Course is designed to provide more advanced statistical tools helpful in managerial decision-making. Prerequisites: MBA 501, 506. Offered Fall semester.

MBA 662E  Special Topics in Economics (3)

Special topics in economics are offered periodically under this course number.

MBA 663E Special Topics in Finance (3)

Special topics in finance are offered periodically under this course number.

MBA 664E Organizational Development and Change (2)

Study of models, theories, and methods used in changing entire organizations or major organizational sub-units to achieve improved performance. Prerequisite: MBA 650C.

MBA 665E Strategic Marketing (2)

Explores marketing strategy and tactics necessary for effective managerial decision-making. Development of strategy and tactics is accomplished through case studies. Prerequisite: MBA 645C. Offered Fall semester.

MBA 666E Special Topics in Accounting (1–3)

Special topics in accounting are offered periodically under this course number.

MBA 667E Management Information Systems (3)

Investigates theories and principles of systems analysis and design from a macro perspective. Develops procedures for analyzing systems in general and the specific application to integrated management information systems.

MBA 668E Directed Studies (1–3)

Independent research/readings in areas not fully covered by core or elective courses. Prerequisites: all MBA Foundational Literacy examinations and consent of instructor and school dean.

MBA 669E Leadership (2)

This is an applied course in leadership from a practitioner’s perspective. Enhance your personal leadership by learning the power of integrity, purity of motive, trust, and respectful communication. Explore organizational behavior framework and leadership theories to create open and collaborative work environments that engage employees, develop commitment and increase satisfaction. Heighten awareness of your own personal leadership styles, strengths and weaknesses through real world business simulations and cases. Prerequisite:  MBA 650C. Offered Fall semester.

MBA 670C Achieving Competitive Advantage through Applied Strategy (2)

This course is 100% case-based and is designed to integrate the learning from past coursework and experiences through applied analysis and problem solving. Students evaluate real-world business scenarios and create recommended strategies for organizations. Portions of the coursework are completed individually, but the lions-share of the work is designed to be team-based. Students are required to successfully complete a thorough (team-based) corporate analysis project (or similar). Prerequisite:  Completion of all courses in Module 2. Offered Fall, Spring and Summer semesters.

MBA 672E Marketing Research (3)

Covers the range of marketing research activities and methods, including problem definition, sources of data, questionnaire design, sampling, and the analysis of data with respect to marketing problems. Prerequisites:  MBA 506, 645C. Offered alternating Spring semesters.

MBA 674E Special Topics in Marketing (3)

Special topics in marketing are offered periodically under this course number. Prerequisite:  MBA 645C.

MBA 674EG Marketing of Innovative Products (2)

The marketing of all innovative and “High Tech” products—which can be most usefully defined in terms of common characteristics such as market uncertainty, network externalities and competitive volatility, rather than a specific product category such as computer software—involves unique challenges and requires different strategies than traditional marketing, since it involves introducing products that users do not yet understand, or that have new value propositions. This course develops a strategic and tactical framework for understanding, developing, pursuing and penetrating such markets. Same as MTECH 647. Prerequisite: MBA 645C. Offered Block 2, Fall and Summer semesters.

MBA 681E Lean: Value Creation (2)

This course begins with the history and development of the Toyota Production System. On this foundation, the class then begins to explore the basic tools of lean, e.g. JIT, value stream definition and mapping, kanban, flow, pull, unit processing, waste reduction, process improvement, etc. Throughout the class, emphasis is placed on organizational learning through problem solving and the use of lean tools to solve problems and improve processes.

MBA 682E Lean: Perpetual Learning (2)

Lean: Perpetual Learning is an extension of the course ‘Lean: Value Creation.’ The two pillars of the Toyota Production System are ‘Respect for People’ and ‘Continuous Improvement.’ This course focuses on the second of these two pillars—continuous improvement. Additional lean tools are introduced and the emphasis on organizational learning through problem solving is continued. In addition, the course introduces leadership practices from a Toyota perspective. This course also presents several discussions on the development of people in an organization including hiring and training practices with an emphasis on the lifetime development of each employee.

MBA 683E Lean: Culture Development (2)

Lean: Culture Development is an exploration of the development, preservation and nurturing of Toyota’s culture. The two pillars of the Toyota Production System are ‘Respect for People’ and ‘Continuous Improvement.’ This course focuses on the first of these two pillars. The meaning of respect in Toyota’s context is different from what most people might first think. In the Toyota system, respect equates to a valuing of people and their growth to the point that leadership is measured on the development of those for whom they are responsible over business results. The philosophy is that a very focused effort on the proper development of people will lead to and bring the desired business results.

MBA 690E Investment and Portfolio Management (3)

Introduction to various investment vehicles including stocks, bonds, and various contingent investments and their uses. Includes various investment strategies such as hedging and portfolio analysis.

MBA 691E Advanced Managerial Finance (2)

Develops the theory of finance underlying all areas of finance and focuses on in-depth applications of investments, capital budgeting, capital structure and cost of capital, and merger and acquisition. Prerequisites: MBA 625C, 635C. Offered Fall and Spring semesters.

MBA 693E Business Forecasting (3)

Designed to introduce students to advanced statistical forecasting procedures. Addresses the process of assessing the need for forecasting, choice of forecasting tools, evaluation of the forecast and how to present results to management. Topics include exploratory data analysis and graphing techniques, data transformations and smoothing, multivariate regression models, simultaneous system estimation, and time series analysis. Prerequisite: Quantitative Methods (MBA 506) Foundational Literacy; MBA 661E is recommended.

MBA 694E Business Systems Analysis and Design (3)

The analysis and logical design of business data processing, management information, and management control systems, project management and cost-benefit analysis, and techniques for stating and analyzing information systems requirements.

MBA 695E Information Systems Planning and Policy (3)

Focuses on the relationship between information system planning and overall organizational strategy. The course covers planning and control, application development and maintenance, systems management and control, I/S strategy, social and legal perspectives, as well as other selected topics.

MBA 699C International Context Trip (1)

This course is designed to give context to the program in an international perspective. Students will travel to a region outside the U.S. for a ten day period, analyzing the social, cultural, political, and technological aspects of doing business in a global environment. MBA/MBATM International Context Tour Policy: The MBA/MBATM International Context Tour is required for graduation and can be taken after the student has completed at least 25 credit hours. Trip participants are required to adhere to the policies and procedures outlined in the MBA/MBATM International Context Tour Handbook. Prerequisite:  Completion of at least 25 hours of the program and a valid passport. (A Visa may be required for certain countries and for all foreign students.) Offered Fall and Spring semesters. Prerequisite: MBA 655C.