Master of Business Administration

Curriculum

General Courses

In addition to these general courses, each student must choose from one of three specialized tracks to follow:

CIS 520: Information Management - This course focuses on the management of information technology assets within an organization. The role of the manager in assessing, implementing, and controlling information technology and the handling of information is emphasized. Three semester hours.

BADM 541: Business Ethics from a Christian Perspective - This course examines the moral, ethical, social, and spiritual aspects of the practice of business. Students will explore the relationship between Christianity and commerce and the role of character in leadership and ethical decision making. Three semester hours.

ACCT 530:  Seminar in Managerial Accounting - Accounting and Financial Reporting - This course is intended to cover the organizational development of financial and nonfinancial budgets, interaction among performance measurement systems and human behavior, and advanced topics in uses of information for decision making. Three semester hours.

ECON 514: Managerial Finance - This course explores the role of the corporate finance function within an organization. The course begins with fundamental concepts and progresses to more specific decision rules designed to maximize the value of a firm. Topics include: capital markets, free cash flows, capital budgeting, cost flow estimation, risk and return, pricing models, valuation, cost of capital and capital structure.  Three semester hours.

BADM 517: Marketing Strategy - This course examines the development of marketing strategy at the business unit level and its connection with corporate strategy. Emphasis is given to opportunity analysis, competitive evaluation, and marketing strategy design and revision. Three semester hours.

BADM 544: Strategic Management  - This course examines policymaking and strategic management in  organizations while integrating and applying the work  of the core curriculum. Students will develop a mastery of a body of qualitative and quantitative analytical tools with which to analyze industries and competitors, identify and predict competitive behavior, develop and sustain competitive advantage, and make ethical strategic decisions. Students will participate in a simulation that will allow them to apply this body of knowledge while making strategic decisions for a simulated company. The deliverable for this course will be a presentation that demonstrates integration, application, and mastery of the Master of Business Administration program content. Five semester hours.

Leadership Track

ECON 524: Managerial Economics - This course addresses microeconomic issues affecting the firm. The course emphasizes the application of constrained optimization techniques to common problems faced in the management of the typical business enterprise such as price determination, output level, and the use of alternative productive resources. Three semester hours.

BADM 530: Management and Leadership - This course examines current issues in leadership and appropriate strategies for implementing planned change. The course integrates materials from both micro and macro approaches to leadership and looks at the differences between managers and leaders, the leader-member exchange process, the leader’s role in setting the strategic direction of an organization, and the ethical, moral and professional issues of leadership with emphasis on developing a biblical foundation of leadership. Three semester hours.

BADM 531: Leading and Communicating in Global and Diverse Contexts- This course explores best practices in understanding and maximizing human interaction in global and diverse contexts. Effective communication for various leadership roles is examined including interpersonal, small group, organizational, and public situations. Skills to develop intercultural competence and evaluating communication barriers that prevent the understanding of a leader’s message are explored. Three semester hours.

BADM 532: Leading Organizational Change- This course will examine the forces that drive organizations to change and the role of innovation and creativity in change efforts. Literature and best practices related to the emerging roles of the leader as an agent of change are examined. Also examined are forces for change, diagnosis for change, visioning, resistance to change, and consolidating change. Three semester hours.

Healthcare Management Track

ECON 524: Managerial Economics - This course addresses microeconomic issues affecting the firm. The course emphasizes the application of constrained optimization techniques to common problems faced in the management of the typical business enterprise such as price determination, output level, and the use of alternative productive resources. Three semester hours.

BADM 525: Administration of Healthcare Organizations- An examination of the U.S. healthcare system including an exploration of managing a staff of professional medical providers; effective navigation of government interventions such as Medicare, Medicaid, and the Patient Protection and Affordable Care Act; and comparisons with other healthcare delivery systems in developed countries. Three semester hours.

BADM 526: Administration of Healthcare Finance- An examination of payment systems; reimbursement policies; third-party billing; for-profit vs. not-for-profit status; medical coding and billing systems. Three semester hours.

BADM 527: Management of Regulatory Compliance within Healthcare Organizations- An examination of the laws and regulations from The Joint Commission and other key regulatory agencies. Emphasis is placed on strategies to effectively design and maintain a compliance program with a healthcare organization. Three semester hours.

Operations Management Track

BADM 535: Managing Human Resources - This course studies human resource management in depth and a strategic overview of the essential knowledge required to manage a firm’s human resources effectively including both interpersonal and quantitative skills. It explores human resources within various structures and with different job, skill, and behavioral requirements. Emphasis is given to the ethical behavior by managers as they enforce standards throughout the organization and the strategic integration of human resource functions within the context of a firm’s task environment. Three semester hours.

ECON 525: Managerial Economics for Operations- An analysis of the effective integration of design, planning and production processes. Emphasis is placed on practical applications of modeling techniques that include the derivation of demand forecast, cost parameters, and quality enhancements. Three semester hours.

ECON 526: Total Quality Management- A study of effective quality control processes in all aspects of an enterprise for the purpose of creating and/or maintaining a value creating operation. Several quality control programs are examined, including six sigma and lean manufacturing. Three semester hours.

BADM 528: Supply Chain Management- A study of the activities involved in moving materials and information through each firm from the raw material stage to delivery of the final product to the consumer. Some steps in this process include transportation, warehousing, inventory control and information management. This course will place special emphasis on the interrelated nature of the functional areas of business and the role that a holistic management approach plays in the development of an effective and resilient supply chain in the an era of increasingly global competition. Three semester hours.