One-Year MBA Program
Fall semester
MBA 801 Managerial Environment, Ethics & Law 3
MBA 803 Professional Leadership Series 1
MBA 822 Statistical Methods 3
MBA 823 Economics 3
MBA 824 Financial Accounting 3
MBA 825 Organizational Behavior 3
MBA 870 Management Information Systems 1.5
TOTAL 17.5

Spring semester
MBA 804 Professional Leadership Series 1
MBA 836 Regression and Forecasting 1.5
MBA 840 Managerial Accounting 3
MBA 843 Marketing Management 3
MBA 844 Corporate Finance 3
MBA 845 Human Resource Management 3
MBA 847 Operations Planning and Control 3
MBA 890 Strategy Consulting Project 0
TOTAL 17.5

Summer semester
MBA 805 Professional Leadership Series 1
MBA 846 Managerial & Global Economics 3
Electives, which may
include an internship 		9
MBA 897 Strategy Consulting Project 3
TOTAL 16

Notes (One-Year MBA only):
  1. A student may be dismissed from the program if the student’s QPA is 2.3 or lower upon completion of the first semester.
  2. A student will be placed on probation if the student’s QPA is greater than 2.3 but less then 2.8 upon completion of the first semester.
  3. A student may be dismissed from the program if the student’s QPA is less than 2.8 upon completion of the second semester.
  4. A student must have a QPA of at least 2.8 to graduate.
Evening MBA curriculum

FOUNDATION (21 credit hours)
MBA 502 Leadership in Organizational Behavior 3
MBA 503 Statistics for Managers 3
MBA 504 Economics for Managers 3
MBA 505 Financial Accounting 3
MBA 506 Foundations of Marketing Prerequisite: MBA 504 3
MBA 507 Operations Management Prerequisites: MBA 503, 504 3
MBA 508 Corporate Finance Prerequisites: MBA 503, 504, 505 3

ETHICS (3 credit hours, choose one)
MBA 509 Legal Environment & Ethics 3
MBA 510 Managerial Environment & Ethics 3

CORE AREAS (Choose one course from each of four of the five areas)
Students with a waiver of 502 must complete MBA 641
Students with a waiver of 505 must complete MBA 610 or MBA 702
    (an elective in accounting if an accounting major)
Students with a waiver of 506 must complete MBA 630
Students with a waiver of 507 must complete MBA 642
     (if 502 and 507 are both waived, the student must complete 641 or 642)
Students with a waiver of 508 must complete a course in finance

A. Accounting
MBA 610 Managerial Accounting Prerequisite: MBA 500      3

B. Finance (Choose one)
MBA 620 Investment Management Prerequisite: MBA 508 3
MBA 621 Money, Banking, and the Economy
Prerequisite: MBA 504 		3
MBA 622 Financial Institutions and Markets
Prerequisite: MBA 508		 3
MBA 625 Advanced Corporate Finance Prerequisite: MBA 508 3

C. Marketing
MBA 630 Marketing Management Prerequisites: MBA 503, 506 3

D. Management (Choose one)
MBA 641 Human Resource Management Prerequisite: MBA 502 3
MBA 642 Global Supply Chain Management Prerequisite: MBA 507 3

E. Information Technology
MBA 570 Management Information Systems
and one of the following:		 1.5
MBA 526 Regression Analysis & Forecasting
Prerequisites: MBA 503, 504 		1.5
MBA 546 Management Science Prerequisites: MBA 503, 504 1.5
MBA 655 Project Management Prerequisite: MBA 507 1.5
MBA 657 Information Security (note that a student cannot receive credit for both MBA 657 and MBA 600 Cyber Security)
MBA 658 System Dynamics 1.5

ELECTIVES (9 credit hours)
Students may elect to complete one of the concentrations listed below or complete any 9 credit hours of electives which could include courses from the fifth core area.

CAPSTONE
MBA 690 Strategic Management & Leadership 3
TOTAL 48.0 credit hours

CONCENTRATIONS
Accounting
Complete MBA 610 or 702 in the core area and

MBA 711 Intermediate Financial Reporting I 3
MBA 715 Basic Taxation and one of the following: 3
MBA 707 Accounting Information Systems 3 Prerequisite: MBA 505 3
MBA 712 Intermediate Financial Reporting II Prerequisite: MBA 711 3
MBA 716 Advanced Taxation Prerequisite: MBA 715 3
MBA 729 Not-for-Profit Accounting Prerequisite: MBA 505 3

Note that this concentration does NOT qualify a student to sit for the CPA exam. If a student is interested in doing so, he/she should consider the MBA in professional accounting program. If a student is unsure, he/she should complete MBA 702 rather than MBA 610. The former would also satisfy the accounting core in the MBA program.

Financial Services
Complete a finance course in the core area and three additional courses from the following:

MBA 616 Mergers & Valuation Prerequisite: MBA 508 3
MBA 617 Portfolio Analysis Prerequisite: MBA 508 3
MBA 618 CFA Preparation Prerequisite: Consent of Instructor 3
MBA 619 Financial Modeling Prerequisite: MBA 508 3
MBA 620 Investment/Portfolio Management Prerequisite: MBA 508 3
MBA 621 Money, Banking, and the Economy Prerequisite: MBA 504 3
MBA 622 Financial Institutions and Markets Prerequisite: MBA 508 3
MBA 623 Fixed Income Securities Prerequisite: MBA 508 3
MBA 624 Golden Griffin Fund I Prerequisite: Consent of Instructor 3
MBA 625 Advanced Corporate Finance Prerequisite: MBA 508 3
MBA 626 International Finance Prerequisite: MBA 508 3
MBA 627 Multinational Banking Prerequisite: MBA 508 3
MBA 628 Derivative Securities Prerequisite: MBA 508 3
MBA 629 Golden Griffin Fund II Prerequisite: Consent of Instructor 3
MBA 812  Analyzing Financial Information Prerequisite: MBA 508 3

It is suggested that students intending to complete a finance concentra­tion also complete MBA 610, Managerial Accounting and MBA 526, Regression Analysis and Forecasting, as part of their core requirements.

Global Supply Chain Management
Complete both required courses:

MBA 633 Global Logistics Prerequisites: MBA 506, 507 3
MBA 642 Global Supply Chain Management Prerequisites: MBA 507
   and three credit hours from the following		 3
MBA 526 Regression Analysis & Forecasting
Prerequisites: MBA 503, 504		 1.5
MBA 546 Management Science Prerequisites: MBA 503, 504 1.5
MBA 626 International Finance Prerequisites: MBA 504, 508 3
MBA 638 Internet Marketing Prerequisite: MBA 506 3
MBA 639 New Product Strategy Prerequisite: MBA 630 3
MBA 646 International Business Prerequisites: MBA 506, 507 3
MBA 660 Internship in Supply Chain Management
Prerequisite: Permission		 3
MBA 662 MBA 662 Special Topics in Supply Chain Management Prerequisite: MBA 642 3
MBA 680 International Business Seminar Prerequisites: MBA 506, 507 3

Note that if MBA 642 is selected for the core area, only six additional credit hours are required for the concentration, leaving three credit hours of free elective.

Human Resources
Complete MBA 641, Human Resource Management, in the core area and

MBA 640 Human Resource Management Skills Prerequisite: MBA 502 3
MBA 647 Organizational Change and Leadership Prerequisite: MBA 502   
   and one of the following:		 3
MBA 649 Labor Relations Prerequisite: MBA 641 3
MBA 650 Personal Leadership Prerequisite: MBA 641 3
MBA 651 Executive Coaching Prerequisite: MBA 647 or 650 3

Information Technology
Complete the IT core and nine credit hours from the following:

MBA 600 Cyber Security 3
MBA 601 Anti-Fraud Management 3
MBA 638 Internet Marketing Prerequisite: MBA 506 3
MBA 654 Customer Relationship Management Prerequisite: MBA 506 3
MBA 655 Project Management Prerequisite: MBA 507 3
MBA 657 Information Security (note that a student cannot receive credit for both 657 and MBA 600, Cyber Security) 1.5
MBA 658 System Dynamics Prerequisite: MBA 570 1.5
MBA 526 Regression and Forecasting Prerequisites: MBA 503, 504 1.5
MBA 546 Management Science Prerequisites: MBA 503, 504 1.5

International Business 
Complete any three of the following:

MBA 626 International Finance Prerequisites: MBA 504, 508 3
MBA 633 Global Logistics and Transportation
Prerequisites: MBA 506, 507		 3
MBA 636 International Marketing Prerequisite: MBA 506 3
MBA 642 Global Supply Chain Management Prerequisite: MBA 507 3
MBA 646 International Business Prerequisites: MBA 506, 507 3
MBA 680 International Business Seminar Prerequisites: MBA 506, 507 3

Marketing 
Complete MBA 630 in the core area and three of the following:

MBA 631 Marketing Research Prerequisite: MBA 506 3
MBA 634 Consumer Behavior Prerequisite: MBA 506 3
MBA 635 Sales Management Prerequisite: MBA 506 3
MBA 636 International Marketing Prerequisite: MBA 506 3
MBA 637 Professional Sales Prerequisite: MBA 506 3
MBA 638 Internet Marketing Prerequisite: MBA 506 3
MBA 639 New Product Strategy Prerequisite: MBA 630 3
MBA 654 Customer Relationship Management Prerequisite: MBA 506 3

Note that the list of concentration courses may be amended.

Policy for Waivers of Foundation Level Courses: Minimum of six credit hours of undergraduate courses with grades of B or better in the last five years in appropriate courses as follows:

MBA 502 Organizational Behavior - 6 hours in OB or  equivalent
MBA 503 Statistics for Managers - 6 hours in statistics
MBA 504 Economics for Managers - 6 hours in economics
MBA 505 Financial Accounting - 6 hours in accounting
MBA 506 Foundations of Marketing Management - 3 hours in marketing and 3 hours in micro economics
MBA 507 Operations Planning & Control - 6 hours in operations management or equivalent
MBA 508 Corporate Finance - 6 hours in finance including 3 hours in corporate finance

MBAPA curriculum

ACCOUNTING COURSES (36 credit hours)
MBA 701 Financial Accounting 3
MBA 702 Managerial and Cost Accounting 3
MBA 707 Accounting Information Systems 3
MBA 711 Intermediate Financial Reporting I 3
MBA 712 Intermediate Financial Reporting II 3
MBA 715 Basic Taxation 3
MBA 721 Advanced Financial Reporting 3
MBA 725 Auditing Theory and Practice 3
MBA 726 Information Systems Auditing 3
MBA 751 Seminar in Accounting 3
Accounting Elective (choose two) 6

BUSINESS LAW (6 credit hours)
MBA 671 Business Law & Legal Environment 3
MBA 672 Advanced Commercial Law 3

MBA COURSES (18 credit hours)
MBA 502 Organizational Behavior 3
MBA 503 Statistics for Managers 3
MBA 506 Foundations of Marketing Mgmt. 3
MBA 507 Operations Planning & Control 3
MBA 508 Corporate Finance 3

CORE AREAS (6 credit hours)
Students must complete 3 credit hours in two of the following areas

Marketing
MBA 630 Marketing Strategy 3

Management
MBA 641 Human Resource Management 3
MBA 642 Global Supply Chain Management 3

Information Technology
MBA 570 Management Information Systems
and one of the following:		 1.5
MBA 526 Regression Analysis & Forecasting 1.5
MBA 546 Management Science 1.5
MBA 655 Project Management Prerequisite: MBA 507 1.5
MBA 657 Information Security
(note that a student cannot
receive credit for both MBA 657 and
MBA 600, Cyber Security)		 1.5
MBA 658 System Dynamics 1.5

CAPSTONE (3 credit hours)
MBA 690 Strategic Management & Leadership 3
TOTAL 69 credit hours

Notes MBAPA only:

  1. Students who have not completed six credit hours of finance in their undergraduate program must take an additional course in finance.
  2. Students who have not completed six credit hours of economics in their undergraduate program must take an additional business elective of three credit hours.
  3. To sit for the CPA examination in New York State, a student must have a minimum QPA of 3.0 on a scale of 4.0 in all graduate accounting courses taken.
Requirements for graduation from the MBAA 150-hour program:
Students in the 150-Hour Program will graduate with a BS degree in business administration major accounting at the end of their senior year. In order to receive the BS degree, the student must have a minimum QPA of 2.0 on a scale of 4.0 in all under-graduate courses, a minimum QPA of 2.0 on a scale of 4.0 in the combination of accounting and business law courses taken at Canisius College, and a minimum of 3.0 on a scale of 4.0 in all graduate courses.

To graduate with a degree of MBA in accounting, a minimum QPA of 3.0 scale of 4.0 is required in all graduate courses taken.

Under present education requirements of the State of New York, students are able to sit for the CPA examination upon completing their senior year. Students applying to take the CPA examination in the State of New York after August 1, 2009, must have completed a program of study consisting of at least 150 credit hours.

MBAA curriculum 150-hour program:

  1. ENG 101, ENG 102, RST 101, PHI 101 4 courses 12 cr. hrs.
  2. Two courses each from Areas IV, VI, VIII.
  3. One course from Areas I, III and V
  4. Major course requirements:
a. Undergraduate portion:
CSC 106 Intro to Computing for Accountants 2
ZAP 300 Logic & Rhetoric 4
PHI 340 Ethics
 OR
PHI 344  Ethics in Business 3
QNT 101 Quantitative Methods for Business 3
 AND
MAT 106 Calculus for the Non-Sciences 3
 OR
MAT 111  Calculus I 4
MAT 115 Calculus for Business I 4
ACC 211 Principles of Accounting I 3
ACC 212 Principles of Accounting II 3
ECO 101 Principles of Macroeconomics 3
ECO 102 Principles of Microeconomics 3
ECO 255 Business Statistics 3
ECO 256 Business Statistics II 3
FIN 201 Introduction to Finance 3
MIS 201 Management Technology 3
MGT 101 Introduction to Management 3
MKT 201 Principles of Marketing 3
ACC 301 Intermediate Accounting I 3
ACC 302 Intermediate Accounting II 3
ISB 307 Accounting Information Systems 3
LAW 371 Business and Commercial Law 3      
LAW 372 Business Organization and Commercial Paper 3
Elective: one course for those who take MAT 111 or MAT 115 instead of QNT 101 and MAT 106 0-3

b. Graduate Portion:
MBA 502 Organizational Behavior 3
MBA 507 Operations Planning & Control 3
MBA 508 Corporate Finance 3
MBA 62x Finance elective 3
MBA 630 Marketing Management 3
MBA 641 Human Resource Management 3
MBA 672 Advanced Commercial Law 3
MBA 690 Strategy Management & Leadership 3
MBA 715 Basic Taxation 3
MBA 716 Advanced Tax 3
MBA 721 Advanced Financial Reporting 3
MBA 725 Auditing Theory and Practice 3
MBA 726 Advanced Auditing 3
MBA 729 Not for Profit Accounting 3
MBA 751 Seminar in Accounting Theory 3
MBA xxx MBA Elective 3
Total 150 or 151

COURSES 2008-2010
(3 credit hours unless otherwise noted)

Note that pre-requisites are not listed here.They are posted online for student access, along with course schedules and other registration materials.

MBA 502 Organizational Behavior
This course is designed to enrich students’ understanding of behavior in organizations. Course study draws on the behavioral and social sciences to explore organizational phenomena in terms of individuals, groups and total organizational systems. The course stresses the role leadership plays in creating effective organizations, meeting employee needs, managing power relationships and revealing meaning in contemporary organizations.

MBA 503 Statistics for Managers
This course covers statistical concepts and techniques emphasizing problem solving and interpretation: descriptive measures and charts, probability distributions, estimation, hypothesis testing, contingency tables, analysis of variance and simple regression analysis.

MBA 504 Economics for Managers
This course introduces students to fundament concepts and analyti­cal tools of microeconomics and macroeconomics. Included are demonstrations of how economics can be used to as a practical tool for problem solving. Emphasis in the course is placed on the applica­tion of theory to both managerial and public policy decision making. The following principles are emphasized: optimization subject to constraints, opportunity cost, specialization and exchange, markets and equilibrium, marginal decision making, short-run versus long-run outcomes and the importance of real economic variables.

MBA 505 Financial Accounting
Reporting the financial results of operations and financial position to investors, creditors, and managers; problems that arise in the preparation, analysis and use of accounting data, with emphasis on the use of financial reports.

MBA 506 Marketing
This course provides a survey of the various environmental factors that affect marketing strategy decisions as well as the variety of strate­gic marketing decisions themselves. It also examines the research and other information gathering techniques available to managers and the psychological and economic foundations for consumer and buyer behavior. An understanding of buyer behavior is applied to the pre­liminary steps of segmentation of markets, targeting of segments and positioning of market offerings. The breadth of the material covered in this course prohibits an in-depth treatment in any area, yet cases and other forms of application to real world problems are used throughout the course to develop a richer understanding of the material covered.

MBA 507 Operations Management
Operations management involves the planning, coordinating and executing of all activities that create goods and services. The subject matter includes, but is not limited to: productivity, competitiveness, operations strategy, quality management, facility layout, new tech­nologies, inventory management, just-in-time, demand and capacity planning within the firm.

MBA 508 Corporate Finance
This course provides an introduction to the basic tools of financial management. Topics covered include the goal of financial manage­ment, analysis of financial statements, the concept of cash flow, financial planning, time value of money, capital budgeting, the principles of stock and bond valuation, the risk/return tradeoff and capital markets theory, capital structure, cost of capital, dividend poli­cy, working capital management and international aspects of finance.

MBA 509 Legal Environment and Ethics
Threshold knowledge for managers of the law in areas of contract, product liability, corporations, partnerships, employment and environment.

MBA 510 Managerial Environment and Ethics
Relationships of business and society; emphasis on management and the integration of ethics and social issues in daily business practices.

MBA 526 Regression Analysis and Forecasting  (1.5 cr. hrs.)
Builds on the tools of statistical inference to address issues of estimation and hypothesis testing encountered in regression and time series analysis.

MBA 546 Management Science (1.5 cr. hrs.)
Decision making through optimization of quantitative models including linear programming, project management and decision analysis under uncertainty.

MBA 570 Management Information Systems  (1.5 cr. hrs.)
Businesses operate through their information systems, databases, data networks, supply chains and electronic commerce applications. This course provides an overview of a company’s critical information infrastructure and data applications.

MBA 600 Digital Network Security
An introduction to cyber threats, hackers, malicious code, computer forensics and electronic records management (ERM). This course provides an overview of legal problems triggered by Internet connectivity; and how to defend against exposure to financial loss and liability. Also covered are the e-records retention requirements of the Sarbanes-Oxley Act of 2002.

MBA 601 Anti-Fraud Management
Information technology (IT) has made fraud easier to commit as well as to detect. Flash drives, MP3 players, the Internet and botnets have created more ways to commit “old crimes” and new ones. This course covers current fraud prevention and detection methods and IT tools to investigate fraud after it has been committed.

MBA 602 Computer Forensics
Introduction to computer forensics technology and techniques to collect electronic evidence and protect resources from criminal activity. This hands-on course covers computer and networking concepts, computer and white-collar crimes, and best-practices for examining computers, digital devices, and networks.

MBA 602 Computer Forensics
Introduction to computer forensics technology and techniques to collect electronic evidence and protect resources from criminal activity. This hands-on course covers computer and networking concepts, computer and white-collar crimes, and best-practices for examining computers, digital devices, and networks.

MBA 606 Entrepreneurship & Small Business Management
Students will learn how to identify market opportunities for a potential new venture. Students will analyze information and write reviews and present a complete business plan of their proposed business venture. Students will learn how to identify market opportunities for a potential new venture. Students will analyze information and write reviews and present a complete business plan of their proposed business venture.

MBA 610 Managerial Accounting
Preparation and analysis of data used by management in planning, budgeting, decision making, product costing, inventory valuation and performance evaluation.
MBA 616 Mergers and Evaluation
This course will cover a variety of topics related to corporate valuation. Particular emphasis will be on valuation analysis used in mergers and acquisitions, and in the assessment of restructuringoptions and recapitalization plans. Free cash flows, cost of capital and economic value added (EVA) will be among the analytic tools to be discussed. Students should have an understanding of accounting and finance concepts, including the basics of financial statements and the principles of present value.

MBA 617 Portfolio Analysis
An introduction to modern portfolio theory and management. Strategies underlying portfolio construction and evaluation.
Implications of market efficiency on portfolio management.

MBA 618 Financial Analyst Preparation
Review of topics contained in Chartered Financial Analyst Exam.

MBA 619 Financial Modeling
This course uses spreadsheets for financial modeling and planning
for the financial decision maker.

MBA 620 Investment Management
This course introduces the student to the construction, management, and performance evaluation of investment portfolios. Primary topics include portfolio models, equilibrium in financial markets, market efficiency and the application of these concepts to the investment industry.

MBA 621 Money, Banking and the Economy
The connection between financial markets, the economy, and the Federal Reserve will be explored. This course will examine the nature of financial markets, the determination of interest rates, banking, money and monetary policy. Emphasis will be placed on the impact of monetary policy on the macro economy.

MBA 622 Financial Institutions and Markets
This course examines the changing world of financial services and the role that financial intermediaries and financial markets are playing in a rapidly consolidating industry with new benchmarks and success factors. Universal banking as the new model will be analyzed. Emphasis will be placed on contemporary issues as well as a review of the history of this evolving industry.

MBA 623 Fixed Income Securities
This course discusses the various types of fixed income securities and the markets in which they are traded. Emphasis is placed on contact evaluation, extracting term/risk structure information from pricing, evaluating, investment opportunities and (interest rate) risk management.

MBA 625 Advanced Corporate Finance
This course provides a more in-depth treatment of corporate financial management. Topics from the introductory course (MBA 508) are developed in greater detail with emphasis on the underlying theories and more extensive applications to financial decision making. Additional topics beyond the introductory level are presented and discussed. The class relies primarily on lectures, problems and case discussions.

MBA 626 National/International Economics and Finance
Development of a model to help explain the growth and fluctuations in an open macroeconomy. Use and effects of monetary, fiscal and international trade policies. Determination of economic relationships among countries, including exchange rate fluctuations. The role of exchange rates in corporate finance.

MBA 628 Derivative Securities
This course discusses forward and futures contracts, swaps and options. Markets for these securities are described and analyzed. Modern tech­niques for identifying over and undervalued contracts are presented. The use of these derivative securities for risk management is discussed.

MBA 630 Marketing Strategy
Through the use of case analysis and/or computer simulation games, students will develop skills in applying and evaluating strategic marketing decisions. This course builds on the MBA 506 Foundation of Marketing Strategy course in that students will be expected to have mastered material in that course and be able to apply it to a series of cases or simulations of a competitive market environment. Applica­tion of statistical and other computer-based analytical techniques also go beyond what is covered in the foundation course. Strategic decisions in the cases used will be taken from some of a combination of the following strategic decision areas of marketing, the choice of which areas depending on the expertise of the instructor delivering the course and the nature of the cases available: 1.) Product and Service Decisions; 2.) Pricing and Related Decisions; 3.) Integrated Marketing Communications Decisions; and, 4.) Supply Chain Marketing Decisions. Organization and control factors essential to implementa­tion of effective marketing strategy that would be used in this course include: 1.) Developing and implementing a marketing budget; 2.) Sales forecasting approaches and techniques; 3.) Financial Statement Analysis; 4.) Compensation planning for sales and marketing person­nel; and 5.) Marketing controls and Marketing Information Systems.

MBA 633 Global Logistics & Transportation
Organization of export and import operations in support of marketing, distribution, production and other global business functions; freight forwarding, shipping procedures and selecting transportation modes and documentation.

MBA 634 Consumer Behavior
Application of concepts drawn from the behavioral sciences (economics, psychology, sociology and anthropology) to provide insight into consumer decision-making and buyer behavior.

MBA 636 International Marketing
Issues involved in entering operations in an overseas market. Focuson identifying opportunities in world markets and adapting strategies to fill specific national market needs.

MBA 637 Professional Sales
The more significant aspects and techniques of sales; practical issues pertaining to a career in sales.

MBA 638 Internet Marketing
The Internet is the first exciting, significant marketing tool to emerge in many years. Learn how companies are building relationships, pro­moting and selling products, gathering valuable market information, providing customer service and establishing competitive advantages online. This primer course on Internet will lay the groundwork for your professional online experience.

MBA 639 New Product Strategy
This course examines marketing’s increasingly important role in new product development. Advances in communication technologies have worked to enhance the customer’s role in the new product develop­ment process for both consumer and industrial goods. A key role of marketing is to bring the “voice of the customer” into the new product development process in a way that facilitates customer satisfaction. New technologies are also speeding up the new product development process and shortening product and brand life cycles. This course employs a “learn-by-doing” approach to understanding concepts, techniques, tools, models and methods employed by marketing at various stages in the development and launch of new products.

MBA 641 Human Resource Management
This course examines the critical functions and roles of human resource management (HRM) in complex organizations. Topics include the legal implications of HRM, job analysis and design, HR planning, recruitment and selection, training and development, performance management, compensation and benefits, and employee and labor relations. Most significantly, the course looks at managing people and the employment relationship from a strategic perspective.

MBA 642 Global Supply Chain Management
Supply Chain Management addresses the integrated management of the set of value-added activities from product development, through material procurement from vendors, through manufacturing and distribution of the good to the final customer. The course will address inventory movement within the supply chain, network configuration and location, capacity and demand management, the value of informa­tion, strategic alliance, new product development and technology and information impact in a global environment.

MBA 646 International Business
An introduction to the fundamentals of international business. Course topics include: the comparative advantage of nations; international institutions and organizations; the international aspects of the functional areas of business; and the development of international business strategies.

MBA 647 Organizational Change and Leadership
Contemporary approaches through application of behavioral science concepts and tools. Systems concepts and operational components; need for change and development; action research and intervention strategies; overcoming resistance to change; managing paradigm shifts in organization culture.

MBA 649 Labor Relations
This course introduces to the student the development, structure and process of labor relations in the United States. While the main focus will be on the private sector, some attention will be paid to the public sector, especially in the area of dispute settlement. Among the main topics covered are: the evolution of unions and the management of labor, labor law and federal agencies, the structure and government of unions, why workers join unions and the process of organizing, the state of organized labor and who belongs to unions, the structure, process and outcomes of collective bargaining, contract administra­tion: grievances and arbitration, dispute settlement techniques, labor-management cooperation, the future of labor in America and contemporary issues.

MBA 650 Personal Leadership
Personal Leadership is a course about self discovery. Students will be developing a unique leadership approach which fits them as potential leaders in organizations. They will take several assessments which measure personal style and behaviors. Students will also reflect about past experiences in leadership situations, and read books which focus on self discovery and change. Once the optimal leadership approach is developed, students will identify ways of leveraging their leadership to improve their effectiveness. Lab fees for licensed assessment inventories
and feedback reports will cost $100.00. Students will be evaluated by papers and class participation.

MBA 651 Executive Coaching
How do executives improve their skills in managing complex organizational
systems? What methods are used to help executives manage more effectively? In recent years the field of executive coaching has emerged to address these challenges. What is good executive coaching? What methods do executive coaches use? How effective is executive coaching in creating change? These are the questions which will be addressed in this newly created seminar on Executive Coaching. Students will learn about coaching and how to coach from professional coaches. Hands on mentoring and skill development in coaching will take place throughout the course. Students should have taken either Personal Leadership or Organizational Change prior to this course.

MBA 652 Business Process Design
Information technology underlies all business processes. Despite IT advances, business processes might be poorly designed because they are based on outdated IT capabilities. This course provides the student with analysis and design skills needed to redesign efficient IT-supported business processes.

MBA 655 Project Management (MTM 630)
The course introduces students to the principles, practices, techniques, and special problems of the project manager. The focus will be on the entire project life cycle - from selection and initiation, through planning, implementation and control, to termination and close-out. Critical issues such as time, cost, and performance parameters are analyzed from the organizational, people, and resource perspectives.

MBA 657 Information Security  (1.5 cr. hrs.)
Information security (info-sec) has become a business issue. This course covers the managerial, technical, legal, compliance and regula­tory issues that directly impact info-sec. Topics include: legislation, such as the Sarbanes-Oxley Act and HIPAA; electronic records man­agement (ERM); hackers and malicious code; and computer forensics.

MBA 658 System Dynamics
This course provides an introduction to systems thinking and system dynamics. System dynamics is a tool for solving interdisciplinary problems and understanding the deeper system structure rather than simply examining problem symptoms and surface behavior. Important policy decisions in one area often have impacts in multiple areas – political, economic, social and environmental. Similarly, decisions in one functional area, such as marketing, will have important impacts on other functional areas such as production. Students will learn to see common patterns in business, natural and social systems and such insight will lead to a better understanding of both system behavior and human behavior. Finally, to better understand the systems, we develop computer models - computer simulations. We can then test the consequences of our actions using a computer-based virtual world before making decisions.

MBA 660 Internship in Supply Chain Management
Non-routine job experience which links academic concepts with practical experience specifically in the area of logistics and/or supply chain management. Requires supervision by faculty, and student demonstration of academic value through papers and reports.

MBA 662 Special Topics in Supply Chain Management
Seminar on selected topics with focus on emerging practices and contemporary examples in global supply chain management. Topics may include new strategies, new concepts in purchasing, packaging, operations, locations analysis, international accounting and information systems.

MBA 671 Business Law and Legal Environment (4 cr. hrs.)
Legal aspects of partnerships and corporations; substantive law of contracts, agency, bailments, accountants’ liability; Uniform Commercial Code, commercial paper and secured transactions; bankruptcy, SEC, antitrust law.

MBA 672 Advanced Commercial Law
Foreign Corrupt Practices Act of 1977, secured transactions, accountant’s liability, real property, trusts, estates and insurance.

MBA 680 International Business Seminar
Two to three weeks of travel in Europe, either between fall/spring semesters or in the summer. Gives exposure to international business environment and to business practices outside U.S.A. Each of these trips involves programmed visits to international businesses, govern­ment agencies, and/or nonprofit organizations, as well as substan­tial free time. Contact the Management/Marketing department at 888-2640 for details of each trip. The course grade depends on the student’s participation in question and answer sessions at the presentations as well as the quality of a paper to be written upon the student’s return.

MBA 690 Strategic Management & Leadership
Developing strategies for successful business operation and hands-on business analysis focusing on problem solving; student teams work with current business problems using analytical tools and skills developed from other courses

MBA 701 Financial Accounting
Accounting concepts related to external financial reporting; theories and procedures relevant to reporting financial position and results of operations. Note: Students who have taken MBA 524 prior to enrolling in the MBAPA program must consult the program director for possible waiver of this course.

MBA 702 Managerial and Cost Accounting
Preparation and analysis of data used by management for planning, control and performance evaluations; inventory valuation and report­ing methods in manufacturing enterprises; standards and budgets.

MBA 711-712 Intermediate Financial
Reporting In-depth theories relating to asset and liability measurement and reporting, revenue and expense determination and financial statements presentation.

MBA 715 Basic Taxation
Provisions of Internal Revenue Code affecting individuals and corporations. Tax factors in planning and decision making. Social, political, and economic considerations underlying tax laws.

MBA 716 Advanced Tax
Internal Revenue Code provisions relating to taxation of corporations and shareholders: partnerships and partners including organization, reorganization, distribution and liquidation. Emphasis on Sub Chapters “C,” “S,” and “K.”

MBA 721 Advanced Financial Reporting
Accounting for partnerships, corporate mergers and acquisitions,
non-profit institutions, foreign exchange and fiduciaries.

MBA 725 Auditing Theory and Practice
Standards and practice relevant to verification of financial statements; responsibilities and ethics of public-accounting profession; internal control design and evaluation; auditing programs and working papers; statistical sampling.

MBA 726 Advanced Auditing
Review and integration of the underlying concepts in the auditing and accounting information systems courses; reviews and tests associated with computerized accounting systems as well as the relationship between specific procedures and overall audit objectives.

MBA 729 Not-for-Profit Accounting
Accounting and reporting issues that apply to governmental units, hospitals, schools, religious institutions and other non-profit organizations; budgetary procedures including appropriations and encumbrances

MBA 751 Seminar in Accounting Theory
Accounting theory and theory formulation. Current issues in financial accounting and concepts of income determination.

MBA 812 Analyzing Financial Information
The analysis and valuation of equity securities is developed in stages using a case approach based on live publicly traded companies. Valuation models and the concept of value creation follows preliminary analysis of financial statements and market based financial information on risk and return.