MBA Courses

The coursework for the MBA program is organized in five categories: 

  • Group I (Prerequisites)
  • Group II (Core)
  • Group III (Electives)
  • Business Policy and Strategy
  • Culminating Experience

The MBA program is 36 units, excluding prerequisites. Depending on your academic background, you may be required to complete additional prerequisite coursework. 

Group I: Prerequisites (MBA 200-205)

Group I courses are intended to provide students with the analytical tools that they will need for graduate business study.

COURSE/UNITS PREREQUISITES DESCRIPTION

MBA 200 
Managerial Economics
(3)

Finite mathematics, admission to graduate business program or permission from director

Logic and methods of economic analysis for business decisions. Production, cost, supply; buyer behavior, consumer demand, derived demand; forecasting; market structure, pricing, negotiation; government regulation; risk, uncertainty, macroeconomic concepts. Lecture.

MBA 201
Accounting and Information Systems
(3)

Electronic spreadsheet literacy and either admission to graduate program in business or permission from director

Concepts and terminology of financial and managerial accounting and information systems. Transaction processing systems and planning and control systems integrated with data capture, data classification, information storage and organization, information access and display/reporting. Lecture.

MBA 203
Methods of Decision Sciences
(3)

Linear functions, familiarity with PC-based microcomputing and spreadsheets, and either admission to the graduate business program or permission from director

Statistical concepts, inferential statistical methods, management science techniques. Descriptive statistics; discrete random variables; expected value decision theory; continuous distributions; sampling distributions; estimation; hypothesis testing; analysis of variance; linear regression and correlation; chi-square tests; time series analysis and forecasting; simulation. Lecture.

MBA 204 
Global Environment of Business
(3)

Admission to the graduate business program or permission from director

Introduction to global business environment. Cultural, economic, political and legal systems. Advances in global trade, marketing, production, accounting, taxation, financial and payment systems. Impact of technological advances, multinational corporations and nation-states on the performance and competitiveness of businesses. Lecture and case. 

MBA 205 
Production and Operations Management
(3)

MBA 203 (allowed to take course concurrently) and admission to the graduate business program or permission from director

Production and operations systems; product development; process selection; facility location and design; transportation management; method analysis; job design; work measurement; planning and control; project management; inventory control; just-in-time philosophy; total quality management. Lecture.

Group II: Core (MBA 210-215)

Group II courses develop the key managerial and professional skills that are expected of an MBA graduate. All Group II courses are required.

COURSE/UNITS PREREQUISITES DESCRIPTION

MBA 210 
Leadership and 
Organizational 
Behavior 
(3) 

N/A

A seminar that examines management functions and behavioral processes as they relate to complex problems in today's dynamic organizations. Special emphasis on leadership, organizational change and motivational issues. Lectures, discussions, case studies and experiential exercises.

MBA 211 
Management Information Systems
(3) 

MBA 200, 201, 203

Management and technical aspects of computer-based information systems. Emphasis on issues for non-IS managers in the areas of inter- and intraorganizational systems; system development, acquisition and implementation; software, hardware and data resource management and control. Lectures, discussions, case studies and experiential exercises.

MBA 212 
Financial Management
(3) 

MBA 200, 201, 203

Theories, concepts and techniques in financial management; financial analysis, planning, forecasting and working capital; risk and return analysis, valuation models, cost of capital and capital budgeting; capital structure, dividend policy and long-term financing. Special contemporary topics in financial management. Lectures, discussions, case studies and experiential exercises.

MBA 213 
Managerial Accounting
(3) 

MBA 200, 201 

In-depth consideration of several topical areas in accounting analysis related to both profit and not-for-profit organizations, with emphasis on currently controversial issues. Analysis includes budgetary planning, cost analysis, internal control and case studies. Lectures, discussions, case studies and experiential exercises.

MBA 214 
Marketing Management
(3) 

MBA 200, 201, 203, 204 (allowed to take courses concurrently)

Analysis of the concept of marketing, the marketing strategy development process at strategic business unit level and segmentation and positioning strategies. The development of product, price, promotion and distribution strategies. Examination of product, price, promotion, sales and distribution management topics and issues through case analysis. Lectures, discussions, case studies and experiential exercises.

MBA 215
Regulatory and Ethical Environment of Business
(3)

MBA 210, 211, 212, 213, 214 (allowed to take courses concurrently) 

Relationships among personal ethics, corporate social responsibility and regulatory policy on business decision-making. Evaluation of business decisions, corporate goals and regulatory statutes and process in terms of their ethical quality and adherence to sound policy. Lectures, discussions, case studies and experiential exercises. 

Group III: Electives

Group III courses allow students to utilize their knowledge from Groups I and II and further explore their field of interest. Students will select four courses (minimum 12 units) based on one of the following options: Agribusiness, Entrepreneurship, Finance, General Management, Human Resource Management, International Business, Finance, Information Systems Management or Marketing. 

COURSE/UNITS PREREQUISITES DESCRIPTION

MBA 230
Seminar in Advanced
Financial 
Management 
(3)

MBA 212

An applied case-method analysis of theories, concepts and analytical techniques of financial management, financial analysis and planning, capital budgeting, leasing, refunding, mergers and acquisitions, corporate restructuring, financial engineering, derivative securities. Lecture and cases. (Formerly BUS 244) 

MBA 231
Seminar in International Finance
(3) 

MBA 212

An advanced study of theories and techniques in global finance and investment. The international financial system; currency markets; risks and exposure management; balance of payments; political risks; international banking and capital markets; euro currencies; portfolio and foreign direct investment. (Formerly BUS 272) 

MBA 232
Seminar in Investments and Portfolio Management
(3) 

N/A

Advancement analysis of equity and fixed-income securities and mutual funds; operation of financial markets and investment environments; contemporary theories and techniques of security selection and management available to the institutional portfolio manager; portfolio performance evaluations. Lectures and cases.

MBA 233
Seminar in Management of Financial Institutions
(3) 

MBA 212 

Comprehensive analysis of the role of financial institutions and markets in allocating capital. Application of economic and financial analytical techniques to the managerial problems of financial institutions. Lecture and cases. (Formerly BUS 236)

MBA 234
Seminar in Options, Futures, and Other Derivatives
(3)

N/A

Introduction to the use and pricing of derivative assets such as options, futures, swaps and option-like features embedded in corporate securities. It covers mathematical concepts underlying derivative markets and contracts and basic pricing models. The use of derivatives for speculative purposes, hedging purposes and arbitrage will be discussed. Lecture and cases.

MBA 235
Urban Economics with UrbanPlan
(3)       

Current MBA student or permission from instructor

Covers the fundamentals of real estate analysis at a graduate level. Developed around the Urban Land Institute's UrbanPlan project. (Formally MBA 289T)

MBA 240
Managing Human Capital - Applications of Human Resource Management Theory to Practice
(3)

N/A

Analysis of theories and application of the major human resource management functions that affect managerial decisions. Particular emphasis on strategy, program evaluation, legal issues, employee and labor relations and managing human resources in a global environment. Lecture and cases.

MBA 241
Seminar in Comparative Human Resource and Industrial Relations Systems 
(3)   

N/A

Analysis of human resource and industrial relations practices of transnational and multinational corporations operating in the global environment. Particular emphasis on the emergence, evaluation, structures, functions and challenges of labor movements in developed and less developed countries. Lecture and cases.

MBA 242
Seminar in Human Resource Planning, Recruitment, and Selection
(3)

MBA 240

Analysis of theories/techniques for "getting the right people into the right jobs at the right time." Specifically, recruiting, selecting and placing employees to meet strategic goals, while developing/maintaining a diverse workforce, addressing legal issues and staffing in an evolving environment. Lecture and cases.

MBA 243
Seminar in Training, Compensation, and Performance Appraisal
(3)

MBA 240

Analysis of the behavioral, social, legal and economic issues involved in designing, administering and evaluating effective orientation and training programs, employee compensation programs and employee performance management systems to maintain a qualified and motivated workforce. Lecture and cases.

MBA 244
Seminar in Applications of Technology in Human Resource Management
(1-2)

N/A

Analysis of the use and implications of technology in human resource management. Topics include human resource information systems, employee monitoring and telecommuting.

MBA 245
Seminar in Negotiation and Conflict Resolution Topics
(3)

N/A

Analysis of resolving conflicts in the workplace. Addresses the behavior of individuals, groups and organizations in the context of organizational conflict. Topics include negotiation, dispute resolution systems in the workplace and employee relations.

MBA 246
Seminar in Workforce Issues 
(1-3)

N/A

Analysis of special topics as they relate to the current workforce such as empowered work teams, virtual teams, changing demographics and the human resource professional acting as a change agent.

MBA 247
The Context of Human Resource Management
(1-3)

N/A

Analysis of current human resource management trends, including workplace safety, ergonomics/workplace design and genetic testing.

MBA 250
Seminar in End-User Computing
(3) 

MBA 211 (allowed to take course concurrently)

Use of database and geographic information systems in the analysis and solution of business problems; management of end-user computing; innovative application of cutting-edge technologies.

MBA 251
Seminar in Information Systems in a
Global Environment (3) 

N/A

Analysis of systems through study and application of systems theory; special emphasis on information systems. Application of systems theory in national and international environments. Lecture and case analysis.

MBA 252
Seminar in Information Systems Management
(3) 

MBA 211

Study of information systems management from the viewpoint of the chief information officer. Study of the strategic and innovative use of technology and the managerial, political, legal, ethical, financial and behavioral issues involved in managing the IS function.

MBA 253
Seminar in Information Technology
(3)

N/A

In-depth analysis of a selected information technology with application to business problem-solving and decision-making. Topics from database; telecommunications; decision support systems; expert systems; artificial intelligence. Lecture and cases. 

MBA 260
Seminar in Market Research and Analysis
(3)

MBA 214

Traditional as well as hi-tech research methodology. Research project management from conception of research ideas and design to data analyses and presentation of findings. Blending art and science of research, qualitative and statistical interpretations and leveraging the information in decision-making. 

MBA 261
Seminar in Global Marketing and E-Business
(3)

MBA 214

Analysis of problems of product design, channel structure, promotion and interorganization cooperation and control in international marketing. Negotiation, bargaining and contracting across national boundaries. Special emphasis on the importance of logistics in generating customer satisfaction in both domestic and international markets.

MBA 262
Strategic Market Planning
(3)

MBA 214 or permission from instructor

Strategic market planning and decision-making in both start-up and existing businesses. Emphasis on detailed planning, clear strategy articulation and good marketing plan preparation. Actual consulting projects and/or case analysis.

MBA 263
Seminar in "X" Marketing
(3)

 

MBA 214

With approval of instructor, students select a current hot topic in marketing and prepare a major investigative paper and presentation for professional critique. Example topics include relationship marketing, e-marketing, societal marketing, green marketing, nonprofit marketing and database marketing.

MBA 264
E-Marketing
(3)

MBA 214

Examines the impact of the Internet on marketing processes and the marketing mix. Emphasis on the Internet as a content, communication and distribution resource. Role of customer service, fulfillment and customer relationship management in achieving long run customer satisfaction.

MBA 270
Seminar in Business Ventures
(3)

N/A

Overview of the entrepreneurial process beginning with the initial idea through start-up, growth and harvesting the business. Using the business plan as a primary learning vehicle, students learn to manage all elements of a business in the entrepreneurial context. Course is team-taught.

MBA 272
Seminar in New Venture Management
(3)

MBA 270 or permission from instructor 

Study of the management and growth of a new firm. Skill and knowledge building through case analysis, interaction with community entrepreneurs and readings. Students are encouraged to do an internship with an entrepreneurial firm while enrolled in the course. Course is team-taught.

MBA 273
New Venture Creation
(3) 

MBA 270, MBA 272 or permission from instructor

Through team projects emphasizing real world experience, this course covers the process by which business ideas are developed, screened and tested. Topics include business idea generation, techniques for screening ideas, the development of product and business concepts, prototype development and feasibility analysis. This course is team-taught.

MBA 274
New Venture Launch (3) 

MBA 270, MBA 272 and MBA 273 or permission from instructor

Through team projects emphasizing real world experience and hands-on instruction, this course provides an understanding of the process of starting-up, growing and harvesting a new business. Case analysis and a heavy emphasis on practical exercises. This course is team-taught.

MBA 281
International Business
(3)   

N/A

Examination of current topics related to international business. Areas of study include, but are not limited to, international marketing, finance, logistics, regulatory environments, trade including import/export concerns, the transition of economies and relevant political environments. Lecture and cases.

MBA 289T
Seminar in Business Topics
(1-3)

Completion of 9 units of 200-level courses

Theory and developments in accounting, administration and organization, business education, communication, consumer economics, finance, industrial and regional studies, real estate and urban economics, information systems, decision sciences, resource economics, risk and insurance or transportation.

MBA 290
Independent Study
(1-6) 

Advanced to candidacy; permission from director and instructor

Approved for RP grading.

MBA 292
Readings in Business (2-3) 

Advanced to Candidacy; permission from director

Approved for RP grading.

MBA 295
Internship
(1-3)

Permission from the internship coordinator and the graduate program director

Requires at least 150 hours of work at a prequalified, academically-related worksite. Final report and presentation of findings also required. Only one internship may count toward the Group III requirements.

Business Policy and Strategy (MBA 279)

COURSE/UNITS PREREQUISITES DESCRIPTION

MBA 279 
Seminar in Business Policy and Strategy
(3) 

Completion of Group II (allowed to take courses concurrently)

Evolution of strategic management, globalization of strategy, role of multinationals, competitive advantage strategy formulation; implementation; control issues; role of top and middle management; ethics and culture.

Culminating Experience (MBA 298-299)

Students must complete a Culminating Experience toward the end of their MBA coursework. The Culminating Experience can either be a management project or a thesis. 

COURSE/UNITS PREREQUISITES DESCRIPTION

MBA 298
Management Project
(3)

Advanced to Candidacy; permission from director 

Examination of the work and problems general managers of business units face as chief strategists and organization builders. Independent analysis of an operating industry, business or a principal functional area of an organization. Case studies and field research project. Approved for SP grading.

MBA 299
Thesis
(3)

Advanced to Candidacy; permission from director 

Preparation, completion and submission of an acceptable thesis for the master's degree. Approved for SP grading.