Master of Business Administration
MBA Faculty
Harold H. Branstrator, Ph.D.
Assistant Professor of Business Administration (2007). B.S., California State University, San Bernadino; M.B.A., University of Redlands; Ph.D., Capella University
David A. Campbell, Ph.D.
Assistant Professor of Economics (2007), B.S., James Madison University; M.A. and Ph. D., George Mason University
Carolyn W. Carter, Ph.D.
Professor of Computer Information Systems and Business. M.A., East Tennessee State University; M.S.C.S.E., University of Evansville; Ph.D., Virginia Polytechnic Institute and State University.
William B. Greer, Ph.D.
Associate Professor of Economics and Business. MBA, East Tennessee State University; Ph.D., The University of Tennessee, Knoxville.
Troy D. Hammond, Ph.D.
Adjunct Instructor of Business Administration. Ph.D., Massachusetts Institute of Technology.
John C. Keyt, D.B.A.
Professor of Marketing and Business Administration. MBA, East Tennessee State University; D.B.A., University of Tennessee, Knoxville.
Robert L. Mahan, CPA
Associate Professor of Accounting. M.Acc., University of Georgia; Ph.D. in progress, Argosy University.
Carolyn S. Massello, D.B.A.
Assistant Professor of Business Administration.
M.S.A., Central Michigan University;
D.B.A., University of Sarasota (Argosy University).
Bruce Montgomery, Ph.D.
Associate Professor of Communications and Business. M.Div., Christian Theological Seminary; Ph.D., Bowling Green State University.
Mark W. Peacock, J.D.
Associate Professor of Business and Legal Studies. J.D., Northern Illinois University College of Law; Emmanuel School of Religion.
Victoria L. Sitter, Ph.D.
Associate Professor of Business Administration. M.S., The University of Tennessee, Knoxville; Ph.D., Regent University.
Course Descriptions
[semester one]
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. (3 credit 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 explore the relationship between Christianity and commerce and the role of character in leadership and ethical decision making. (3)
BADM 522 Quantitative Methods for Management. This course focuses on the analysis of information gathered both internally and externally. Topics addressed include both the statistical analysis used in the decision making processes at the managerial level as well as the constrained optimization techniques required in managerial economics. (4)
[semester two]
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. (3)
BADM 533 Organizational Theory and Communication. This course examines the interaction of individuals and groups within organizations and the importance of communication within today's complex organizations. Topics include qualitative and quantitative assessment of various organizational structures, the behavior and interaction of individuals, small groups, and their leaders in organizations with primary emphasis on communication and the role of values and ethics within organizations. Human behavior in organizations is examined through case studies, group research projects, and individual analysis of behavior in groups. (3)
ACCT 520 Accounting & Financial Management. This course is designed to increase students' knowledge of the construction and interrelationship of corporate financial statements and their related components. The role of accounting and financial analysis for external reporting purposes, management analysis, decision-making, planning and control, as well as a primary means of increasing the value of the firm is emphasized. The relationship between ethical decision making, profitability, and long-term shareholder wealth is examined. (4)
[semester three]
ECON 524 Managerial & Global Economics. This course addresses both macro and micro economic 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. The course also addresses the broader environmental context in which the firm operates, considering issues such as international trade, market unification, and globalization, including an emphasis on understanding cultural differences. (4)
BADM 535 Managing Human Resources. This course studies human resource management in depth and provides 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. (3)
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. (3)
[semester four]
BADM 548 Legal Issues of Business. This course examines the legal environment and issues related to the practice of business. Students will explore legal and regulatory environmental variables and how they affect the processes of management, decision making, and strategy formulation within the firm. (3)
BADM 543 Strategic Management Theory. This course examines policy making and administration of organizations from a general management point of view. It is intended to integrate and build upon the work of the core curriculum by emphasizing both quantitative and qualitative problem analysis, the process of making ethical and strategic decisions, administration and control, and continuous reappraisal of policies and objectives. Specific emphasis will be placed on developing and implementing a strategic plan, building competitiveness through organizational capability, leadership and change management, and leveraging short-term performance through effective organizational leadership. Case studies emphasize the linkages between theory and practice. (3)
BADM 545 Strategic Management Application. This course allows students to build on the theoretical knowledge and quantitative and analytical skills acquired in the core curriculum. It provides an opportunity for the students to complete an applied project based on a management problem or issue. Students may choose either a case study project that analyzes a real-world management problem or a project that undertakes the investigation of a particular problem or issue within a real organization. This project will be under the supervision of faculty of the Business Area and the deliverable of the course is a written analysis/report and a presentation to Business Faculty. (4)
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