One-Year MBA Courses
ACC 740: ACCOUNTING FOR DERIVITIVE INSTRUMENTS
This course provides a framework to understand the accounting issues related to derivatives and hedging. The focus is on common derivative types including futures, swaps, forwards, and options.
Prerequisites: ACC 706 (Advanced Accounting) or the undergraduate equivalent ACC 405
ACC 749: CURRENT ISSUES IN ACCOUNTING
This course provides graduate students with exposure to current issues in accounting that are not covered in other courses, or which have developed recently and are affecting the profession in practice.
ACC 750: TAX STRATEGY
This course is designed to review the choice of entities that exist and to develop a basic understanding of the parameters surrounding those entities.
Co-requisite: MBA 691
ACC 751: TAX STRATEGY FOR THE GLOBAL FIRM
This course provides an introduction to transfer pricing and its related tax issues. The focus is the effect of a transnational corporation’s transfer pricing practices on its risk of tax audits, corporate profits, and managerial performance evaluation.
Prerequisites: MBA 698, ACC 750. Co-requisites: MBA 691, MBA 692
ACC 755: ADVANCED TAX STRATEGY FOR ACCOUNTANTS
This course is designed to review the formation, operation, and structuring of various business entities.
Prerequisite: ACC 750 Tax Strategy
FIN 754: DERIVATIVE INSTRUMENTS
This course will introduce students to the world of financial and real derivatives analysis. The focus will be on options. Students will be introduced to option pricing and policy uses. In addition, the controversial issues of executive stock options, real options, and hedge fund policy will be explored. The course will evolve with the ever- changing derivatives market. The latest products and controversies will be examined.
Prerequisites: Refresher Workshop equivalent and successful completion of the fall term courses.
MBA 611: PROFESSIONAL DEVELOPMENT SEMINAR
This course focuses on career development and building a “Professional Skills Portfolio.” The initial orientation toward building a resume and developing strategies to obtain a job provides the basis of continued career planning and professional growth.
MBA 613: CONTRACT LAW
The purpose of this course is to examine basic legal principles of contract law and to provide the student with a basic working knowledge of common law, contract law and the law of sales (Article 2 of the Uniform Commercial Code). The course will utilize the text-case method of presentation. It will be important for each student to keep up with reading assignments to promote intelligent discussion of the material, and enable full classroom participation. Class participation is an important part of the course and will be a factor in a student’s final grade.
MBA 696: STRATEGIC MARKETING
The goal of this course is to provide frameworks and tools to solve strategic-level marketing problems. The class will focus on marketing strategy design, implementation, and evaluation. The focus goes beyond marketing tactics for a single product or service offering. It will examine the strategic-level management of a firm’s marketing resources and capabilities in order to maximize long-term customer value and to generate the greatest financial return for the firm.
MBA 698: GLOBAL BUSINESS CONCEPTS
This course is designed to familiarize students with the multiple environments in which international business must operate and focuses on how business strategy is affected by political, legal, economic, cultural, social, competitive and technological conditions in various national markets.
MBA 713: WRITTEN COMMUNICATION SKILLS FOR BUSINESS
Students will learn to plan, draft, revise, and edit documents (such as letters, memos, e-mails, executive summaries, proposals, and reports) required of them as professionals in a business environment.
MBA 812: LEADERSHIP IN ORGANIZATIONS
This course provides an understanding of leadership in an organizational setting. It includes discussion of several models of leadership, such as those based on contingency and transformational leadership theories. Complete leadership is considered in a team context. It requires students’ self-assessments of personality traits and leadership styles. This course is taught using cases and experiential activities.
MBA 813: NEGOTIATION SKILLS
This course provides an overview of conflict management and bargaining models with an emphasis on helping students improve their skills when negotiating. Discussion includes alternative dispute resolution approaches including principled negotiation, 3rd party mediation, and peer mediation. This course is taught with practical applications through cases and experiential activities.
MBA 901: CAPSTONE I: ANALYSIS OF THE BUSINESS ENVIRONMENT
This integrated course presents a conceptual framework for analyzing the global business environment. In this course, the students will be analyzing the economic, social, cultural, and political factors affecting the organization’s ability to compete domestically and internationally. In the course, the legal and ethical environment of the business will be examined and a framework for socially responsible decision making will be constructed.
MBA 902: CAPSTONE II: ANALYSIS AND IMPLEMENTION OF STRATEGY
Develops the strategic analysis skills and applies the tools and skills learned in other required courses to analyze and solve strategic problems in a global marketplace. The course deals with industry analysis as well as understanding of the global market and the competition. The students are prepared to think and act strategically as leaders in domestic and global marketplaces.
Prerequisite: MBA 901
MKT 771: SERVICES MARKETING
Services dominate the U.S. economy and play a critical role in setting businesses apart from competition across the globe and in the industry sectors. The course focuses on the unique challenges of managing services and delivering quality service to customers. The attraction, retention, and building of strong customer relationships through quality service are central to the course.
The course is equally applicable to organizations whose core product is service (e.g., banks, hotels, hospitals, educational institutions, and professional service, etc.) and to organizations that depend on service excellence for a competitive advantage (e.g., high tech manufactures, automotive, and industrial products, etc.).
The underlying theme of the course is that management issues in services are often different from those in manufacturing, and this has important implications for marketing strategy and implementation. This theme will be developed through a series of lectures, videos, class discussions, and both individual and group exercises.
Prerequisite: MBA 696