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Course Descriptions |
Undergraduate courses
Graduate courses
Professional studies courses |
Undergraduate courses |
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Accounting
AC 2000. Financial Accounting (3)
A study
of how organizations capture and use financial information
for reporting and analysis. Topics include the accounting
cycle, understanding financial statements and their
account, and the preparation and analysis of income
statements, balance sheets, and statements of cash
flows. AC 2100. Managerial Accounting (3) A study of
accounting information needed for internal planning,
decision making and control. Students study cost behavior,
cost-volume-profit analysis, product costing methods,
budgeting, and variance interpretation. Prerequisite:
AC 2000.
AC 3000. Intermediate Accounting I (3) The
Intermediate Accounting sequence provides students
with a foundation in the basic theory and principles
underlying the preparation of financial statements
of business entities. Basic computer and spreadsheet
skills are expected. AC 3000 covers the foundations
of financial accounting and reporting, including history
of accounting, the conceptual framework and objectives
of financial reporting, cash versus accrual basis,
elements of financial statements, the complete accounting
cycle, revenue and expense recognition, comprehensive
income statement, balance sheet and statement of cash
flows. Prerequisite: AC 2100, junior standing.
AC 3100.
Intermediate Accounting II (3) Survey of financial
accounting and reporting topics, including cash and
receivables, inventories, tangible and intangible long-term
assets, current and long-term liabilities, leases,
pensions, deferred income taxes, owners’ equity and
distributions to shareholders and earnings per share.
Prerequisite: AC 3000.
AC 3201 (FN 3201). Intermediate
Financial Analysis (3) A second course in corporate
finance that deepens the development of the analytical
skills and knowledge of the student in analyzing
financial information and understanding of the underlying
accounting
information. The course builds the theory and analysis
skills of students in financial statement analysis
and other topics including working capital management,
capital structure and cost including dividend policy,
key financial metrics, and valuation. Students will
be expected to complete a major project that analyzes
the statements and practices of corporate financial
policies on these issues. Prerequisite: FN 3000.
AC 3400. Managerial Accounting II (3) A study of cost
and managerial accounting concepts. Course covers
such
aspects of managerial accounting as costing methods,
budgeting, variance analysis and using information
for managerial decision making. Prerequisite: AC
2100.
AC 3500. Accounting Information and Control
Systems (3) A study of information systems and internal
control
environments. Course content includes understanding
and testing the internal control environments,
understanding and documenting the transaction cycles,
and establishing
and using database systems. Prerequisites: AC
3000, AC 3400. AC 4050. Advanced Accounting (3) Survey
of
advanced topics in financial accounting and reporting,
including business combinations and consolidations,
accounting for routine operations of state and
local government entities and other nonbusiness entities,
partnerships and personal financial statements,
and
foreign currency translation and transactions.
Prerequisite: AC 3000.
AC 4600. Corporate and Partnership
Taxation
(3) A study of major taxes and taxation issues
as they pertain to corporations, partnerships and
sole proprietorships.
Emphasis is given to concepts, practice, research
and communication of tax issues. Prerequisite:
AC 3000.
AC 4650. Individual Taxation (3) A study of federal
and state taxation issues as they pertain to
individuals. Emphasis is given to concepts, practice,
research
and
communication of tax issues. Prerequisite:
AC 3000.
AC 4750. Auditing (3) A study of the examination
of financial statements by independent public
accountants.
Topics include auditing standards, planning
the audit, evidence gathering, the work paper preparation
and
review process, and types of audit reports.
Prerequisite:
AC 3500, ISKM 3100 or equivalent. |
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Economics
EC 2000. Principles of Macroeconomics
(3) A first course in macroeconomics, a social science,
that introduces students to theories of how the economy
operates and demonstrates the interrelationships of
macroeconomic policies, national debt, inflation and
unemployment. From primary information sources and
educational media, students learn to hypothesize, gather
data and test fundamental economic relationships, as
well as learn to anticipate the performance of the
overall economy. Prerequisite: sophomore standing.
(SRI)
EC 2050. Honors Macroeconomics (4) A first course
in macroeconomics, a social science, that introduces
students to theories of how the economy operates and
demonstrates the interrelationships of macroeconomic
policies, national debt, inflation and unemployment.
From primary information sources and educational media,
students learn to hypothesize, gather data and test
fundamental economic relationships, as well as learn
to anticipate the performance of the overall economy.
This course takes the place of EC 2000 for honors students.
Sophomore standing. (SRI)
EC 2100. Principles of Microeconomics
(3) A first course in microeconomics, a social science,
that introduces students to theories of how consumers
and producers interact through supply and demand within
the economy. This course helps students in developing
a scientific approach to studying economic systems
such as modern capitalism. Students investigate the
structure of market behavior, performance in the marketplace
and optimizing behavior regarding consumer demand,
revenues, costs and profits. Prerequisite: sophomore
standing. (SRI)
EC 2150. Honors Microeconomics (4)
A first course in microeconomics, a social science,
that introduces students to theories of how consumers
and producers interact through supply and demand within
the economy. This course helps students in developing
a scientific approach to studying economic systems
such as modern capitalism. Students investigate the
structure of market behavior, performance in the marketplace
and optimizing behavior regarding consumer demand,
revenues, costs and profits. This course takes the
place of EC 2100 for honors students. Sophomore standing.
(SRI)
EC 2200. Applied Business Statistics (3) An introduction
to basic statistical techniques, especially for students
in business and economics, this course involves understanding
scientific method, collecting and analyzing data, inferential
statistical procedures used for decision making under
conditions of uncertainty and simple regression. Prerequisites:
MT 1030 Finite Mathematics, sophomore standing, and
proficiency with a spreadsheet program.
EC 3000. Intermediate
Macroeconomics (3) Intermediate Macroeconomics is a
social science that focuses on the fundamental determinants
of output, employment, prices and interest rates. As
an extension of the foundation built in Principles
of Macroeconomics, critical economic factors and issues
such as technology, the labor force, the capital stock
and government policies are investigated. Students
gain an understanding of the competing economic analyses
explaining macroeconomic problems and the variety of
possible alternatives for fiscal, monetary, investment
and labor force policies. Prerequisites: EC 2000 or
EC 2050, EC 2100 or EC 2150, statistics.
EC 3100. Intermediate
Microeconomics (3) An advanced study of microeconomics
that includes the study of consumer behavior, production
theory and general equilibrium. Topics include indifference
analysis, costs, isoquants and welfare economics. Prerequisites:
EC 2000 or EC 2050, EC 2100 or EC 2150, statistics.
EC 3200. Managerial Economics (3) This course provides
economic analysis of the firm (profits, production,
cost, demand, pricing, product differentiation and
sales promotion), the competitive structure within
which it operates and the aggregate economic conditions
which affect its decisions. Prerequisites: EC 2000
or EC 2050, EC 2100 or EC 2150, statistics.
EC 3225
(MG 3225). Health Care Issues: Economics and Policy
(3)
This class helps students develop an understanding of the public policy formulation
and implementation process, as well as an awareness of the critical economic
issues in American health care markets. It also provides an exposure to options
for health care policy reform. Students are introduced to health service economic
issues of access, technology, labor, equity and efficiency from both domestic
and international perspectives. A prior course in economics is helpful. (SRII
or SRI)
EC 3300 (FN 3300). Money and Banking (3) Overviews
the financial and derivatives markets and the institutional
environment in which these markets
operate. Instruments traded in these markets (equities, bonds, currencies,
options, futures, swaps, etc.) and the principles underlying
price determination of these
instruments is covered. The course also covers ALM (Asset Liability Management)
for financial institutions. Prerequisites: EC 2000 or EC 2050, EC 2100 or EC
2150, statistics.
EC 3400. The Developing World: Economics, Politics
and Culture (3) The Developing World has often been
viewed through the lens of theory that
evolved in the context of what is known as the Developed World. This seminar
course assembles profiles of developing countries and regions from a wide
variety of sources to give students a foundation to
understand theories focused on
the Developing World. Such a foundation includes
examinations of the interacting
forces of economics, culture, politics, and the natural world. Prerequisite:
sophomore standing. (SRII or SRI)
EC 3501 (MG 3501). Leadership: Perspectives
from Social Science and the Arts (3) The purpose of this course is to create
a perspective of just one concept, leadership, which is key to Rockhurst’s mission
and which is greatly valued in any community. Students have an opportunity to
integrate what they have learned from many different disciplines in the social
sciences and the arts to arrive at this economic perspective. Not only do they
learn the substance of what leadership can mean but the different methodologies
for learning what leadership is.
EC 3750 (MG 3750). Law and Economics (3) The
purposes of government intervention in markets are the focus of the course.
The market failures that government is designed to
correct are weighed against government
failures. Industry studies are used to illustrate public choices about
regulation, deregulation, antirust, and other legal
interventions in markets. Students learn
the role of property in our legal system and economic analysis. The structure
of the U.S. and foreign legal systems are examined from an economic perspective.
Students learn to read, interpret, and apply Supreme Court cases to economic
analysis of markets. A prior course in economics is helpful. Prerequisite:
sophomore standing or above. (SRII or SRI)
EC 3800.
Competitive Analysis (3) A comprehensive
course applies modern business and economic principles to study a firm’s strategic
position. The class integrates insights from the theory of the firm, industrial
organization, game theory, and complexity analysis which are used in may fields
besides Economics. The broad sweep of modern economics and strategy research
is organized and presented on a wide variety of issues, such as defining boundaries, “make
or buy fallacies”, competitor identification, rivalry, commitment, cooperation,
and strategic positioning. Prerequisite: Sophomore standing or above and EC 2100
(MK 3000 recommended). (SRII or SRI)
EC 4000 (MK 4000). Forecasting (3) An introduction
to the most commonly used methods of forecasting including judgmental,
time series and causal approaches. Emphasis is placed
on the proper application of these
techniques in developing sound forecasts. Prerequisites: EC 2000 or
EC 2050, EC 2100 or EC 2150, MT 1030 Finite Mathematics,
statistics.
EC 4200. International
Economics (3) This course introduces the student to international
trade, with emphasis on the balance of payments, foreign
exchange
rates and adjustments,
the history of trade laws and current directions in free trade and
protectionism. Prerequisites: EC 2000 or EC 2050,
EC 2100 or EC 2150, statistics.
EC 4300. Political
Economy: Economics Systems of the World (3) Capturing the essence
and dynamism of economic systems is the focus of
this course.
In this discussion-based course,
students will engage in critical reflection of the criteria for
comparing economic systems, apply criteria to a self-determined
research of particular economy,
and examine the different types of economic systems. Particular
topics
include the role of culture in understanding systems,
transitioning systems in Eastern
Europe, the emerging role of Islam and issues particular to developing
countries. (SRII)
EC 4400. Industrial Organization
(3) The course analyzes the structural
characteristics, conduct patterns and social performance of industries
with special attention given to major U.S. industries.
Prerequisites: EC 2000 or EC 2050,
or EC 2100 or EC 2150.
EC 4940. Global Economic Issues (3) A seminar
course which examines different economic paradigms
to analyze current and controversial economic,
environmental, political and social issues from a global perspective.
Juxtaposition of the interpretations strengthens
students’ understanding of competing theories.
Research and critical analysis of a chosen issue is presented by students as
part of the course. Prerequisite: junior or senior standing and all lower-division
prerequisites of the BA. |
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Finance
FN 3000. Essentials of Finance (3) An introduction
to the important areas of corporate managerial finance.
Emphasis is placed upon developing an understanding
of the tools and methodologies available to the financial
manager for decision making in such areas as capital
budgeting, working capital management, capital structure
and profit planning and control. Prerequisites: AC
2000, EC 2000 or EC 2050, EC 2100 or EC 2150, statistics,
junior standing.
FN 3100. Investments (3) An introduction
to the development of an investment philosophy.
The emphasis is on the development of a conceptual
framework
to implement that philosophy through an analysis
of the appropriate analytical tools and methodologies.
Specific topics include risk quantification, fundamental
and technical analysis, ratio analysis applied
to individual
equities and the timing of investments. Prerequisite:
FN 3000.
FN 3201 (AC 3201). Intermediate Financial
Analysis (3) A second course in corporate finance
that deepens the development of the analytical
skills and
knowledge of the student in analyzing financial
information and understanding of the underlying accounting
information.
The course builds the theory and analysis skills
of students in financial statement analysis and
other topics including working capital management,
capital
structure and cost including dividend policy,
key financial
metrics, and valuation. Students will be expected
to complete a major project that analyzes the statements
and practices of corporate financial policies
on these
issues. Prerequisite: FN 3000.
FN 3300 (EC 3300).
Financial Markets and Institutions (3) Overviews
the financial
and derivatives markets and the institutional
environment in which these markets operate. Instruments
traded
in these markets (equities, bonds, currencies,
options, futures, swaps, etc.) and the principles
underlying price determination of these instruments
is covered.
The course also covers ALM (Asset Liability
Management) for financial institutions. Prerequisite:
FN
3000.
FN 4000. International Finance and Accounting
Issues
(3) The course addresses both theory and
application of international financial and accounting
issues.
Emphasis is placed on foreign exchange management,
including
foreign exchange markets and instruments,
measuring of foreign exchange positions. International
accounting standards, issue and policy as well
as
multi-national capital budgeting, Eurocurrency and
international
bond markets are also discussed. Prerequisites:
FN
3000. |
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Information Systems and Knowledge Management
ISKM
2100. Foundations of Information Systems and Knowledge
Management I (3) This course provides an introduction
to information systems and knowledge management technology
theory and practice: hardware and software, computer
architectures and programming concepts for effective
use in organizational environments. The student will
gain a significant level of proficiency in object-oriented
programming concepts. Prerequisites: MT 1030 or equivalent
recommended.
ISKM 2110. Foundations of Information
Systems and Knowledge Management II (3) This course
is a continuation of ISKM 2100 and the investigation
of information systems and knowledge management
technology theory and practice: hardware and software,
computer
architectures and programming concepts for effective
use in organizational environments. The student
will gain a significant level of proficiency in object-oriented
programming concepts. Prerequisites: MT 1030 or
equivalent
and ISKM 2100 or equivalent.
ISKM 3100. Management
Information Systems (3) This course provides
an introduction to management information systems,
their
importance
within organizations, and how they are used to
create competitive advantage. Topics introduced in
this
course include: organizational foundations of information
systems, technical foundations of information
systems, systems development, information management,
infrastructure
management, systems security, and creative business
applications of information technology. Prerequisite:
Proficiency using personal productivity tools
(word processing, spreadsheets, and presentation support
software).
ISKM 3110. Knowledge Based Management
Systems
(3) This course covers the design and implementation
of knowledge based systems as an extension
of database
management system (DBMS) environments. Topics
addressed in this course will include: database design
methodologies;
data modeling tools and techniques; database
models including relational, hierarchical, networked
and
object oriented designs. Prerequisites: ISKM
2100 and ISKM
2110 or equivalents, and ISKM 3100 or equivalent.
ISKM 3120. Information Systems and Knowledge
Management Architectures (3) This course covers data
communications
and networking requirements including networking
and
telecommunications technologies hardware
and software. Emphasis is placed on analysis and design
of networking
applications in organizations. Management
of
telecommunications networks, cost-benefit analysis,
and evaluation
of connectivity options are also covered. Prerequisites:
ISKM 2100 and ISKM 2110 or equivalents, and
ISKM 3100 or equivalent.
ISKM 3200. Production Operations
Management
(3) This course provides a study of the
production and operations functions within the modern
industrial
organization. Emphasis is placed on the
quantitative
techniques needed to improve decision making
in the
production/operations environment. Prerequisites:
MT 1030 and EC 2200, junior standing. ISKM 3900. Special Topics in Information Systems
and Knowledge Management (3) The course provides the
opportunity for students to investigate emerging topics
in information systems and knowledge management. Topics
will be selected based on their historic and/or contemporary
importance to the continually evolving fields of information
systems knowledge management and computer science.
Prerequisite: ISKM 2100 and ISKM 2110, junior standing,
and instructor approval. ISKM 4110. Knowledge Systems
Analysis and Development (3) This course provides an
understanding of knowledge systems development and
modification processes emphasizing effective communication
and cooperation among users, developers and sponsors.
The course focuses on effective and efficient management
of enterprise-level knowledge systems. Project management
tools and technologies are presented to the student.
Prerequisites: ISKM 2100 and ISKM 2110 or equivalents,
and ISKM 3100 or equivalent.
ISKM 4900. Senior Project
(3) Students in the senior project course will conceive,
research, specify, design and implement a significant
project in information systems and knowledge management.
Projects will be of practical interest to real clients
and will be presented to external evaluators for approval
as a requirement of the class. Prerequisite: ISKM major
with senior standing, and instructor approval. ISKM
4910. Information Systems & Knowledge Management: Strategy
Policy, and Ethics (3) This course provides an understanding
of the strategic use of information systems and knowledge
technology from a business perspective at the enterprise
level. Issues about internal management of knowledge
based information systems and services are discussed
from an executive management viewpoint. Alternative
ISKM strategies and tactics available to management
to achieve organizational goals are presented. Strategic
information technology efforts of contemporary organizations
are examined through case analysis and presentation.
Prerequisites: ISKM 3100, ISKM 3120, and ISKM 4110. |
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Management
MG 1000. Freshmen in Business Seminar
(1) This course is designed to provide incoming freshmen
with an overview of academic and social adjustment
to
college. Students are introduced to the missions of
the Jesuits, Rockhurst University and the Helzberg
School
of Management. Additionally, students learn how the
Rockhurst liberal arts core curriculum is an integral
part of their
educational experience, and how the theories, principles,
and concepts studied in the core will be applied to
life and to the study of the business major. Students
also
meet formally and informally with faculty and staff,
and are introduced to the range of student support
services that are available on campus.
MG 1900. Business
Leadership
and Social Issues (3) This course is designed to provide
the student with an in-depth study of the various environments
within which firms operate. The emphasis is on understanding
social issues and the business responses. Topics include
the role of business in society, the role of government
in business, social issues and challenges facing businesses,
leadership, business planning, and an introduction
to corporate social responsibility.
MG 2000. Freshman
Seminar
Facilitator (1) Facilitators assist instructors in
the Freshman Seminar by working with students in small
groups
to reinforce the concepts presented in class, discuss
journal entries and to provide “tips” for a successful
college experience. Prerequisite: sophomore standing.
MG 3000. Introduction to Organizations (3) This course
introduces students to organizational theory, the relationships
among structure, strategy, size, culture and organizational
effectiveness. State-of-the-art organizational design
concepts are introduced including the impact of globalization
and technology. Organizational life cycles and the
leadership styles and decision-making processes appropriate
for
each stage are reviewed. Prerequisite: sophomore standing.
MG 3091. Global Issues in Business and Culture (3)
The purpose of this course is for students to develop
an
understanding of the culture and business practices
of other countries. The course involves a 7-10 day
trip
to other countries. The trip involves cultural and
business activities with lectures by government officials,
business
managers, and university faculty. In addition, the
students learn and explore the culture of the country
through
such activities as city tours, museum visits, and travel
tours. The course involves pre- and post-trip studies
of the countries’ businesses, cultures, and customs
as well as specific study of the businesses to be visited.
MG 3225 (EC 3225). Health Care Issues: Economics and
Policy (3) This class helps students develop an understanding
of the public policy formulation and implementation
process,
as well as an awareness of the critical economic
issues in American health care markets. It also provides
an
exposure to options for health care policy reform.
Students are introduced to health service economic
issues of access,
technology, labor, equity and efficiency from both
domestic and international perspectives. A prior
course in economics
is helpful. (SRII or SRI)
MG 3300. Leadership and Organizational Behavior (3)
The course investigates how individual and group behavior
impacts the performance of an organization. Topics include
perception, personality, values, job satisfaction, emotional
intelligence, learning, communication, motivation, culture,
conflict, stress, and power/politics. The purpose of
this course is to increase students’ awareness of the
impact that these topics have on leadership effectiveness.
Prerequisite: sophomore standing.
MG 3400. The Law of
Commercial Transactions (3) An introduction to the
study of law as it affects the business enterprise. The
focus
is on commercial transactions with special emphasis
on contracts, contractual liabilities, sales contracts
and
secured transactions. Where appropriate, the connections
between ethics and law are explored. Prerequisite:
junior standing.
MG 3501 (EC 3501). Leadership: Perspectives
from Social Science and the Arts (3) The purpose of
this
course is to create a perspective of just one concept,
leadership, which is key to Rockhurst’s mission and which
is greatly valued in any community. Students have an
opportunity to integrate what they have learned from
many different disciplines in the social sciences and
the arts to arrive at this economic perspective. Not
only do they learn the substance of what leadership can
mean but the different methodologies for learning what
leadership is.
MG 3750 (EC 3750). Law and Economics (3)
The purposes of government intervention in markets
is the focus of the course. The market failures that
government
is designed to correct are weighed against government
failures. Industry studies are used to illustrate public
choices about regulation, deregulation, antitrust,
and other legal interventions in markets. Students learn
the role of property in our legal system and economic
analysis. The structure of the U.S. and foreign legal
systems are examined from an economic perspective.
Students
learn to read, interpret, and apply Supreme Court cases
to economic analysis of markets. Prerequisite: sophomore
standing or above. (SRII or SRI)
MG 3900. Business
and the Nonmarket Environment (3) This course explores
the
nonmarket environment that impacts today’s business leaders.
The roles of laws and regulations, Congress, government
departments and agencies, the courts, media and special
interest groups are examined to learn how they can affect
business decisions and compel companies to act in certain
ways. The course also examines a company’s responsibility
to its stakeholders and the communities it serves. Prerequisite:
MG 1900.
MG 4150. Organizational Change (3) This course
provides students with a conceptual understanding
of organization change and the role that a leader plays
in initiating and supporting continuous improvement.
Concepts such as total quality management, process
improvement,
reengineering, and knowledge management are overviewed
along with start-of the-art organizational change
processes such as future search conferences, appreciative
inquiry
summits, and open space-planning processes. Prerequisites:
MG 3000, MG 3300.
MG 4300. International Business
(3) Provides the business manager, professional or
technocrat with an analytical framework with which to
evaluate
the
social and cultural characteristics of any international
business environment where a United States business
firm may be operating. Prerequisite: MG 3300.
MG 4400.
Small
Business Management/Entrepreneurship (3) This
course focuses on the unique issues facing the small
business
owner, as well as extensive coverage of critical
business functions that the small business owner
is likely to
deal with that typically are not dealt with
in other courses. The course also focuses on 1) how to
assess a potential business opportunity and 2) how
to
prepare
a business plan for use as both a strategic
document and a document for dealing with potential financial
backers. Prerequisites: MG 3300, MK 3000, FN 3000,
senior
standing.
MG 4940. Business Leadership: Strategy, Policy
and Ethics (3) This course is an integrative capstone
experience
focusing on strategy and policy development
for
organizations within the context of sometimes conflicting
ethical constraints.
Strategy implementation challenges are also
explored. The course provides an opportunity to integrate
the knowledge drawn from functional area courses
in
the solution of
problems discovered by the analysis of both
published cases and live interactions with the managers
of companies and organizations within the Kansas
City region.
Prerequisites:
MG 1900, all HSOM Core courses, and senior
standing.
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Marketing
MK 3000. Principles of Marketing (3) This
course briefly covers all the aspects of marketing
that are covered in depth in the subsequent marketing
courses. The student is introduced to marketing’s 4Ps
(Product, Price, Promotion, and Physical Distribution)—something
that everyone needs to know, no matter the career choice
made. In this course you will learn the essential marketing
vocabulary, basic principles and concepts, and how
to use these principles when running your own business
or working in an organization. The text is very important
in this course and the student’s learning is aided
through the use of videos, presentations, class activities
and discussions. Prerequisite: junior standing.
MK
3200. Consumer Behavior (3) This course is an application
of behavioral scientist research into the field of
marketing. Research conducted by psychologist, sociologists,
social psychologists, economists, cultural anthropologists
and other behavioral scientists are use to help us
solve marketing problems. Students will learn why they
tend to buy the products and services they do; and,
how marketing practitioners can anticipate and predict
buying behavior. In this course students give oral
presentations, participate in team discussions, write
short papers, do some critical thinking and view videos
that demonstrate the application of marketing principles.
Prerequisite: MK 3000 and junior standing.
MK 3300.
Advertising and Promotions (3) Advertisements and promotions
use applied communication techniques. Because organizations
must tell their story to the public, effective marketers
must become proficient in the use of oral and written
communications, nonverbal communications, listening
skills, music, theatre, art and other techniques to
get their message to the target audience. Specifically
the students study how advertising, sales promotions,
public relations, personal selling, direct marketing,
and Internet is used as part of the overall marketing
plan. Each student will invent or select an existing
product or service and then develop an Integrated Marketing
Communication (an advertising campaign) for it. Students
then present their IMCs to the class both orally and
in writing. Prerequisite: MK 3000 and junior standing.
MK 3350. International Marketing (3) This course addresses
the global issues that impact concepts relevant to
companies engaging the international marketplace. It
introduces the student to the cultural, economic, geographic,
political and legal issues that affect the where, when
and how to enter foreign markets. The course uses contemporary
materials to expand beyond the text and bring real
life problems and solutions into the classroom for
student discussion. Prerequisite: MK 3000.
MK 3400.
Retailing (3) An analytical introduction to the process
of retailing in the American economy. The focus is
on the structure of the retail stores and service establishments
involved in this important facet of the marketing system.
Prerequisite: MK 3000 and junior standing.
MK 4000
(EC 4000). Forecasting (3) An introduction to the
most commonly used methods of forecasting including
judgmental,
time series and causal approaches. Emphasis is placed
on the proper application of these techniques in
developing sound forecasts. Prerequisites: EC 2000
or EC 2050,
EC 2100 or EC 2150, and statistics.
MK 4100. Marketing
Research (3) A thorough study of the various types
of market research. Problems related to planning research,
gathering and summarizing data and interpreting the
findings are discussed and analyzed. The emphasis is
on the practical use of market research in making market
decisions. Actual market research projects are used
to further this process. Prerequisites: MK 3000, EC
2200 and senior standing.
MK 4400. Personal Selling
and Sales Management (3) Assess your own behavioral
style and how to adjust it in order to influence others
to accept your ideas. Learn the different ways of attracting
and retaining customers. Discover how to obtain information
from potential customers and use it to create a persuasive
and dynamic sales presentation. Use the spin technique
so that your customers handle their own objections
and close their own sales. This is an experientially
based course designed to improve all of your selling
skills. Prerequisite: MK 3000 and senior standing.
MK 4500. Marketing Policy (3) Learn how to run all
aspects of a business, including what research is best
to determine your customer needs, how finance impacts
on marketing, and how does marketing and production
need to be integrated to achieve your corporate goals.
Compete against other students groups in the exciting
microcomputer industry. Develop your own leadership
style and learn how to transform your team into a high
performing group which will enable them to achieve
high profits and exceed customer expectations. Prerequisite:
senior standing, marketing major. |
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Graduate courses |
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Accounting
AC 5000. Principles of Accounting (3)
Course provides a foundation for MBA students with
no prior accounting experience. Basics are taught,
but the emphasis is upon attainment of an overall
understanding of the field. Topics include the basic
accounting cycle;
asset, liability and equity accounts, income and
expense accounts; sources and uses of cash; and analysis
of
financial statements. (Waived in lieu of six hours
of undergraduate accounting.)
AC 5025. Foundations
of Managerial Accounting (3) DO/MBA program or
Health Care Leadership concentration. Course introduces
students to basic accounting concepts. Students learn
how accounting
captures and reports the effects of business activity
in a set of general-purpose financial statements,
and facilitates business planning and control. Students
are also introduced to basic time value money concepts.
AC 6000. Managerial Accounting (3) Course familiarizes
the student with the use of accounting theory
and information
used in managerial decision planning and control.
It deals with both the theory and the use of accounting
information for managerial decisions. Topics
include cost analysis for budget and standards development,
costing and pricing policies and planning for
capital
acquisitions. Prerequisite: AC 5000 or equivalent.
AC 6050. Advanced Accounting (3) Course explores
advanced
topics in financial accounting and reporting,
including business combinations and consolidations,
accounting
for routine operations of state and local government
entities and other non-business entities, partnership
and personal financial statements, and foreign
currency
translation and transactions. Prerequisite:
AC 3000.
AC 6430 (FN 6430). Contemporary Issues in
Financial
Management (3) Course examines the modern
practices and methods used in accounting and finance.
Topics will include cash and working capital management,
key financial metrics, making a business case,
capital acquisition, joint ventures, mergers and
acquisitions,
risk assessment and management, and new valuation
models
and financial products. Prerequisite: AC
6000
or
FN 6100.
AC 6600. Corporate and Partnership
Taxation (3)
Course studies major taxes and taxation
issues as
they pertain to corporations, partnerships
and sole proprietorships.
Emphasis is given to concepts, practice,
research and communication of tax issues. Prerequisite:
AC 3000.
AC 6650. Individual Taxation (3) Course
analyzes federal
and state taxation issues as they pertain
to
individuals.
Emphasis is given to concepts, practice,
research and communication of tax issues. Prerequisite:
AC 3000.
AC 6750. Auditing (3) Course explores
the examination
of financial statements by independent
public accountants. Topics include auditing standards,
planning the
audit, evidence gathering, the work paper
preparation and
review process, and types of audit
reports. The graduate-level course requires independent,
accelerated
additional
work appropriate for the graduate level.
Prerequisite: AC 3500 or ISKM 3100 or equivalent.
AC 7000.
Accounting for the General Manager (3)
Executive Fellows
Program
only. Course examines accounting
systems for executive decision making, including a
general,
theoretical
description
and analysis of the financial statements,
how they
relate to one another, and how information
is presented for financial, managerial and
tax
reporting. The
course is very contemporary, using
current and actual companies
to illustrate how theory and practice
work, and
at times, do not work. |
|
Economics
EC 5000. Applied Quantitative Methods
(3) Course introduces applied concepts in mathematical
analysis, statistics and spreadsheet application. The
focus is on providing a background in the quantitative
methodology used in areas such as economics, finance,
operations management, marketing and management. Major
topics include linear and non-linear functions, linear
programming and statistical concepts. Waived in lieu
of six hours of undergraduate statistics and quantitative
analysis.
EC 5025. Foundations of Economic Analysis
(3) DO/MBA program or Health Care Leadership concentration
only. Course exposes students to the benefits and limits
of theory, measurement, and economic modeling. Students
learn to forecast how macroeconomic events affect both
a medical practice and the health care market. At the
micro-economic level, they learn the importance of
incentives, why markets fail, the impact of government
intervention on markets, and how to use supply and
demand analysis to correct shortages and waste. Students
conclude this course by using economic analysis to
assess corporate and governmental policy.
EC 5050.
Principles of Economics (3) Course examines major topics
including role of the price system, the factors which
impact prices in resource and product markets, determinants
of price levels and national income and the effects
of governmental stabilization policies. Waived in lieu
of six hours of macro and microeconomics.
EC 6000.
Managerial Economics (3) Course explores economic concepts
and analysis for business decision making. Topics include
demand forecasting, competition, sales strategies,
production, efficiency, integration, cost and pricing.
Prerequisite: EC 5050 or equivalent.
EC 6025. Managerial
Economic Decision-Making and Competitive Strategy (3)
DO/MBA program or Health Care Leadership concentration
only. Course teaches students to assess a market and
its stakeholders before attempting to make decisions.
They learn strategic decision-making, effective decision-making,
and how to implement decisions. Through simulations,
live case studies, and media analysis, the course explores
competitive management strategies in a continually
changing health care environment. Students learn to
temper aggressive competitive strategies with respect
for the dignity of all of the firm’s stakeholders.
EC 6500. International Economics (3) Course analyzes
international trade, with an emphasis on free trade
vs. protectionism, comparative advantage, balance of
payments, foreign exchange rates, North American Free
Trade Agreement, history of trade, and adjustment with
fixed and flexible exchange rates. Prerequisite: EC
6000.
EC 7000. Economic Analysis (3) Executive Fellows
Program only. Course examines essential microeconomic
principles, macroeconomic issues, and statistical methods,
along with software packages needed for a general manager’s
understanding of the economy.
EC 7100. Economics and
Global Issues for the General Manager (3) Executive
Fellows Program only. Course provides the student
with an overview of important macroeconomic, international,
and global issues to assist the manager in the decision-making
process. The state of the economy is addressed with
special attention on those aspects of the economy
which
may impede economic growth. International and global
relationships are analyzed to gain further insight
into the role of the United States in the world economy.
EC 7400. Forecasting (2) Executive Fellows Program
only. Course examines business and economic forecasting
techniques and the relationship of forecasting
with other business functions, such as scheduling,
project
management, inventory control and SPC. Judgmental,
Time Series and Causal forecasting approaches are
covered with emphasis placed on the application of
these techniques
to develop actual forecasts. Each student will
complete a forecasting project, using actual business
data,
Microsoft Work, Excel, Project and Outlook. |
|
Finance
FN 5025. Foundations of Finance (3) DO/MBA
program or Health Care Leadership concentration only.
Course explores financial concepts at work in various
healthcare organizations, and introduces tools and
methodologies available to the financial manager. Future
physicians and health care providers learn to protect
asset value through portfolio management, and understand
what incentives motivate managed care institutions
and hospitals in negotiations with physicians. Students
perform a financial audit and engage in a financial
simulation.
FN 6100. Financial Policy (3) Course examines
and applies important theories, tools, and concepts
of corporate finance through various learning opportunities:
cases, company projects, problem solving exercises
and simulations. Each student is exposed to and applies
knowledge to current financial topics through discussion
and assignments on his/her firm’s major financial activities.
Prerequisite: FN 3000 or equivalent.
FN 6400. Options
and Futures (3) Course overviews the financial derivatives
and commodity derivatives markets, the instruments
traded in these markets (options, futures, swaps and
exotics) and the principles underlying price determination
of derivative instruments. Option valuation models
such as the Black-Scholes model is extensively discussed.
The focus of the course is on financial engineering-the
use of derivatives in managing risk. Management of
interest rate risk, equity risk, currency risk, commodity
price risk and derivatives risk is covered. Modern
tools of risk management such as Value at Risk (VAR)
is extensively discussed. Prerequisite: FN 6100.
FN
6430. Contemporary Issues in Financial Management (3)
Course examines the modern practices and methods used
in accounting and finance. Topics will include cash
and working capital management, key financial metrics,
making a business case, capital acquisition, joint
ventures, mergers and acquisitions, risk assessment
and management, and new valuation models and financial
products. Students taking this course for graduate
credit must complete additional work on an accelerated
level appropriate for such graduate credit. Prerequisite:
AC 6000 or FN 6100.
FN 6450. Financial Statement Analysis
(3) Course addresses the quality of accounting information
and analysis and interpretation of financial information.
Emphasis is placed on key decisions requiring information
from these statements. Topics include analysis and
interpretation of financial ratios and measures for
investment and company management. Prerequisites: AC
6000 and FN 6100.
FN 6500. International Finance (3)
Course addresses both theory and application of international
finance. Emphasis is placed on foreign exchange management,
including foreign exchange markets and instruments,
measuring of foreign exchange exposure, and hedging
open foreign exchange positions. Multi-national capital
budgeting, Eurocurrency and international bond markets
are also discussed. Prerequisite: FN 6100.
FN 6550.
Financial Planning (3)
Course examines the individual’s ability to make optimum use of financial resources
in light of today’s environment and the specific situation. This course introduces
and discusses many of the principles and factors associated with the Certified
Financial Planning field, including sources of money, managing personal income
and expenses, tax planning, goal setting and various investment vehicles. Prerequisite:
FN 6100.
FN 6600. Investments (3) Course explores how securities
markets work, and how individual investors employ systematic
methodologies to accomplish investment
objectives. Topics include environmental analysis, evaluation of equities,
analysis of fixed income securities, fundamental and
technical analysis of the stock market
and capital market theory. Prerequisite: FN 6100.
FN 6700. Financial Markets
and Institutions (3) Course examines the financial and derivatives markets,
and the institutional environment in which these
markets operate. Instruments traded
in these markets (stocks, bonds, currencies, options, futures, swaps, etc.),
as well as principles underlying the price determination of each instrument,
are covered. The course also covers Asset Liability Management (ALM) for
banks and credit risk management. Prerequisite: FN
6100.
FN 7100. Financial Management
(3) Executive Fellows Program only. Course enables student to complete
an accounting and finance project by assessing his
or
her own organization. Students also
practice accounting and financial decision-making
at a senior-management level, using
a financial simulation, and cover the theories and tools, and develop the
skills necessary to understand finance from a senior
management/leadership perspective.
The project and simulation will allow the student to practice and learn
about all the finance functions including treasury
and cash management, capital
budgets, pro forma financial statements, capital
structure, working capital and growth
issues. |
|
Health Care Leadership
HC 6125. Health Systems I
(3) DO/MBA program or Health Care Leadership concentration.
Course surveys the major components and organizational
interrelationships of the United States health care
system. Students examine the various health care organizations
(HCOs), personnel issues, delivery systems, policy,
and payment mechanisms. This course introduces students
to the public policy and business practice issues associated
with access, cost and quality.
HC 6225. Health Systems
II (3) DO/MBA program or Health Care Leadership concentration.
Course employs finance and marketing methods to analyze
situations faced by contemporary health care organizations.
Students learn how different management strategies
affect financial performance. Through sensitivity analysis,
they learn to simulate a marketing business decision.
Students employ various techniques for forecasting,
to include pro forma and regression analysis, and apply
these techniques to business decisions. Prerequisites:
HC 6125; FN 3000 or FN 5025; MK 5000 or MK 5025.
HC
6325. Health Policy (3) DO/MBA program or Health Care
Leadership concentration. Course examines political
issues affecting contemporary health care services
by analyzing policy goals, public policy formulation
processes, and external environments. Analysis blends
the use of managerial epidemiology, biostatistics,
political and economic analysis, with an understanding
of public health initiatives. Future health care leaders
also gain an appreciation for how political structures
determine interactions with local and national governments.
Prerequisite or concurrent: HC 6225, or approval by
HCL program director.
HC 6425. Health Care Leadership
Capstone (3) DO/MBA program or Health Care Leadership
concentration. Course integrates core business concepts
and managerial perspectives mastered earlier in the
MBA program. Students write, present and critique business
plans that define organizational vision, mission, goals,
values, structure, systems and strategies for competitive
advantage and growth. Student-developed business plans
also describe the management processes by which goals
and resources allocations will be continuously monitored
and adapted. Prerequisite or concurrent: HC 6225. This
course must be taken as three of the last nine credit
hours in a Health Care Leadership MBA student’s program
of study.
HC 6525. Health Care Leadership Project I
(3) Health Care Leadership students only, or with approval
by HCL program director. Course serves as the first
of a two-part research experience during which students
explore applied research topics associated with specific
health care leadership or policy issues. During HCL
Project I, students develop a research proposal with
a faculty member, review the relevant literature on
their topic or issue, and collect data. Students share
findings and discuss research issues with classmates
and participate in facilitated, on-line discussion
via on-line distance learning media. Prerequisite:
HC 6325, HC 6425.
HC 6625. Health Care Leadership Project
II (3) Health Care Leadership students only, or with
approval by HCL program director. Course builds upon
research done in HCL Project I by focusing on analyzing
data, testing hypotheses, and discussing results. HCL
Project II brings the two-course applied research project
to culmination with students’ completion of a publication-quality
research paper. As was the case in HCL Project I, students
share findings and discuss research issues with classmates
and participate in facilitated, on-line discussion
via on-line distance learning media. Prerequisites:
HC 6325, HC 6425, and HC 6525. |
|
Information Systems and Knowledge Management
ISKM
5025. Management Information Systems (3) DO/MBA program
or Health Care Leadership concentration only. Course
reviews past developments and emerging trends within
the general discipline of Managerial Information Systems
(MIS), and within the specific discipline of Health
Care Information Technology (HCIT). Students explore
the business management processes required for successful
Information Systems planning, design and implementation
within health care organizations of various sizes and
types. Field visits and case studies expose students
to the practical challenges involved in systems selection,
implementation and ongoing utilization, including ethical
issues, human responses to change, and best practices
in project management.
ISKM 6000. Corporate Information
Systems and Knowledge Management (3) Course provides
an understanding of the processes of developing and
maintaining corporate knowledge and managerial decision
support resources; knowledge requirements acquisition
and analysis, specifications development, and application
design techniques; project identification, selection,
and resource planning; process modeling, information
modeling, user interface design, knowledge-based application
design and implementation. The student will gain knowledge
of an experience with the concepts, issues, principles,
and techniques for managing corporate information resources,
database administration, information warehousing, and
mining as means of creating, enhancing and exploiting
corporate knowledge resources. Prerequisites: ISKM
2100, ISKM 2110 and ISKM 3100.
ISKM 6150. Production
Operations Management (3) Course examines the creation
and distribution of goods and services in both the
service and manufacturing sectors. Topics include location
analysis, distribution models, inventory control models,
scheduling and work design systems, and statistical
process controls (including contemporary topics such
as IS9000, CI, etc.). Prerequisite: EC 5000 or equivalent.
ISKM 6200. Information Systems and Knowledge Management
Technology (3) Course provides a detailed understanding
of available and emerging technologies that are strategically
important to successful management of information and
knowledge management systems. Students who complete
this course will have a solid understanding of the
technical issues, advantages and limitations of large
database systems including logical and physical representation
of information using relational and object-oriented
technologies; the essentials of telecommunication technologies
including LAN, MAN, and WAN architectures supporting
data, voice, image, and video media; and the use of
advanced technologies for organizational applications
including Artificial Intelligence (AI) and Expert Systems
techniques and methods. Prerequisites: ISKM 2100, ISKM
2110, ISKM 3100.
ISKM 6500. Information and Knowledge
Systems Analysis and Development (3) Course provides
a detailed coverage of the full application development
life cycle as it relates to business process reengineering
and change management issues. Students analyze business
processes; develop detailed recommendations for improvements;
develop detailed project requirement and specifications
documents, project plans, and budgets; estimate project
resources; allocate/coordinate resources and interface
with a variety of organizational entities affected
by the process changes. The course develops an understanding
of the human resources and organizational implications
of technology driven business process change including
an understanding of the functions of change management
and technology transfer. Prerequisites: ISKM 6000 and
ISKM 6200.
ISKM 6910. Information Systems and Knowledge
Management Policy and Strategy (3) Course develops
managerial capabilities to effectively manage the strategic
technology-related challenges that organizations face
today and in the future. Students learn to manage corporate
knowledge resources from an organizational perspective;
to effectively integrate knowledge technologies in
an organization and align resources with the corporate
mission; to use strategic planning, policy formulation
and implementation techniques based on the industry
analysis, competitor analysis, and firm specific resource
analysis to create competitive advantage; to effectively
control the use of well-established technologies while
growing with selected emerging technologies; and to
understand the role of the Chief Knowledge Officer.
The course is developed around case studies, hands-on
simulations and personal contact with technology leaders
in the business community. Prerequisites: ISKM 6000,
ISKM 6200. This course must be taken within the last
nine hours of the program. |
|
Information Technology
IT 6000. Leadership Development
for Junior-Level Information Technology Professionals
(4) Course focuses on the role of midlevel management
at the tactical level of business: including methods
of analysis, planning, alignment of IT initiatives
to the business, frameworks for tactical-level decision
making, and best practices of major technology driven
firms. Students are provided the opportunity to integrate
knowledge drawn from course content and work related
experiences to analyze problems presented in published
cases and live interactions with senior IT executives
from companies and organizations within the Kansas
City region. This course generally meets every other
week on alternating Fridays and Saturdays for 8,
eight-hour sessions.
IT 6020. Leadership Development
for Mid-Level
Information Technology Professionals (4) Course
explores the role of senior management at the corporate
level:
including strategic alignment, policy formulation,
methods of analysis, frameworks for enterprise-level
decision making, and best practices of major technology
driven firms. Students are provided the opportunity
to integrate knowledge drawn from course content
and work related experiences to analyze problems
presented in published cases. This course generally
meets every
other week on alternating Fridays and Saturdays
for 8, eight-hour sessions. |
|
Management
MG 6010. MBA Compass Course (1) Course
introduces students to the Rockhurst MBA themes and
curriculum. Students receive orientations on the mission,
goals and values of Rockhurst University and the Helzberg
School of Management, as well as how Rockhurst’s Jesuit
identity influences the MBA experience. Students begin
their MBA analysis of “leadership” and “management,” and
may use a self-assessment instrument to launch the
leader self-development component of their Rockhurst
MBA experience. Students work in teams and student-facilitated
discussion groups to analyze each of five Rockhurst
MBA themes: (1) leadership, (2) ethics/corporate social
responsibility, (3) information technology/ knowledge
management, (4) international/global, and (5) effective
communication. Finally, students self-assess their
professional skills and knowledge for use as a benchmark
for future learning
MG 6025. MBA in Health Care Leadership
Compass Course (1) DO/MBA program or Health Care Leadership
concentration. Course introduces students to the Rockhurst
MBA themes and curriculum. Students receive orientations
on the mission, goals and values of Rockhurst University
and the Helzberg School of Management, as well as how
Rockhurst’s Jesuit identity influences the MBA experience.
Students use at least one self-assessment instrument
to launch the leader self-development component of
their Rockhurst MBA experience, and work in teams to
analyze each of five Rockhurst MBA themes: (1) leadership,
(2) ethics/corporate social responsibility, (3) information
technology/knowledge management, (4) international/
global, and (5) effective communication. During group
discussion of these five themes, students begin to
explore communication and the roles and responsibilities
of Health Care Leadership in the 21st century.
MG 6050.
Effective Communication for Leaders (2) Course explores
the various techniques, instruments, processes and
styles employed by leaders to communicate effectively
within organizations. Students write, give oral presentations,
and learn to employ electronic media effectively. Exercises
employ numerous real or simulated business situations
that require communication in different styles, using
a variety of forms and methods. This course is purposely
linked to other MBA program elements to form the linchpin
in a Rockhurst MBA "effective communication" experience
that begins in the Compass Course and ends with a capstone
assignment in Business Policy.
MG 6060. Introduction
to Corporate Social Responsibility (1) Course illustrates
the concept of social responsibility in terms of
societal concerns and demands. The focus of the course
is how
the modern company integrates social responsiveness
into its decision-making processes. The students
are introduced to a template analyzing how accounting,
financial, employee, marketing decisions impact the
overall culture of the firm. Prerequisite: This course
must be taken in the first nine hours of the MBA program.
MG 6070. Personal Entrepreneurial Strategy (3) Course
explores the entrepreneurial process and examines the
core principles in new venture creation and growth. Sponsored
by the Ewing Marion Kauffman Foundation’s Center for
Entrepreneurial Leadership, this innovative course was
designed by a faculty team from Rockhurst University,
the University of Kansas, and the University of Missouri-Kansas
City. Teaching faculty from all three universities help
students “discover the entrepreneur within,” and understand
the sacrifices and benefits of being an entrepreneur.
Students also develop self-assessment, networking, and
entrepreneurial analysis skills.
MG 6091. Global Issues
in Business and Culture (3) Course develops an understanding
of the culture and business practices of other countries.
The course involves a 7-10 day trip to another country.
This trip integrates cultural and business activities
with lectures by government officials, business managers,
and university faculty. In addition, the students learn
and explore the culture of the country through such
activities as city tours and museum visits. The course
involves
pre- and post-trip studies of the countries’ businesses,
cultures and customs as well as specific research into
the businesses visited.
MG 6100. Leadership and Organizational
Behavior (3)
Course increases students’ awareness of organizational processes and practices,
including leadership, management, motivation, morale, group dynamics, interpersonal
communications, conflict, and group problem solving. The course provides conceptual
insights and behavioral skills needed for successful leadership of continuous
improvement in individual, team and organizational performance. The course also
highlights unique ethical, technological, regulatory and practical considerations
for leadership within a range of contemporary organizations.
MG 6200. Human Resource
Management (3) Course focuses on the emerging role of the human resources
function in enabling higher levels of organizational
performance. Traditional HR functions
such as recruitment, selection, training, performance management, employee
relations, career development, succession planning, equal
employment, benefits and compensation
are covered. Students will also discuss organizational structures and explore
state-of-the-art employee participation and organizational design trends.
Prerequisite: MG 6100.
MG 6225. Law and Social Responsibility
(3) DO/MBA program or Health
Care Leadership concentration. Course explores basic business law and regulatory
compliance, with a focus on key laws and regulations impacting health care.
This course also introduces students to contracting
and contracting law pertaining
to real estate, IT vendor decisions, medical malpractice, property and
casualty insurance, and managed care. Students examine
how health care leaders integrate
regulatory compliance and social responsibility into the formulation of
organizational strategy.
MG 6300. Designing, Implementing,
and Leading Teams (3) Course
investigates issues of team functioning with an emphasis
on team leadership. It focuses on
understanding the various styles of effective team leadership, the specific
roles of team members, and the stages of team development.
Barriers to team effectiveness
are identified and leadership strategies for neutralizing these barriers
are discussed. Prerequisite: MG 6100.
MG 6325. Leading
Effective Teams (1) DO/MBA
program or Health Care Leadership concentration only. Course explores
concepts of leadership and motivation, examining the
complementary yet distinct
characteristics of leadership and management, and
their impact on individual and organizational
effectiveness. Cultural and societal influences on leadership and motivation
will be highlighted. Ethical responsibilities associated with leadership
and motivation of colleagues, patients and employees
will be addressed. Students
will assess their personal leadership style, identifying their values
and beliefs about team leadership and participation
through experiential learning.
MG 6350.
Organizational Systems and Their Information Requirements (3) Course
explores
the emerging role information technology plays in the increasingly
knowledge-intensive organization. Students develop
skills in IT requirements analysis, knowledge
engineering, interface design and decision support systems design.
Topics include computer-mediated communications systems,
the virtual organization, artificial
intelligence applications, human cognition as it influences system
design
and IT implementation challenges. Prerequisite:
MG 6100.
MG 6400. Corporate Law for Managers (3) Course focuses
on law as it affects the corporation and other business
enterprises. The topics include the formation of various
business enterprises, the rules of agency, shareholder
rights and liabilities, securities regulations, bankruptcy
and an overview of government regulation. Where appropriate,
the connections between ethics and law are explored.
MG 6425. Career Management and Leader Development I
(1) DO/MBA program or Health Care Leadership concentration.
Course explores the topics of personal vision, vocation
and values as they pertain to the career plans and
development
of leaders within the healthcare industry. The impact
that personal vision, vocation and values have on a
leader’s
spiritual integrity and career/life satisfaction will
be explored. The differences between transactional and
transformational leadership will be examined—both in
terms of their impact on individual and organizational
effectiveness, and also their impact on the holistic
well-being of the leader and those being lead. Methods
will be shared for establishing and maintaining cultural
cohesiveness within an organization while respecting
diversity of individual values and work styles. Students
will develop an actionable life plan consistent with
their personal aspirations as healthcare professionals,
business people and leaders within the healthcare industry.
MG 6450. Leading Innovation (3) Course explores innovation
through the lens of various stakeholder groups and
introduces a variety of leadership strategies for encouraging
creativity
and supporting innovation. Specific topics include
technology life cycles, product development, process
improvement,
organizational architecture for innovation, and organizational
change issues. Prerequisite: MG 6100.
MG 6500. International
Business (3) Course introduces the student to the experiences
of firms of all sizes, from many countries, to the
issues of an increasingly complex and competitive global
environment.
Through case studies, current topical articles and
lecture, the student is immersed in the internationalization
process
and multinational management from a manager’s perspective.
The student is expected to analyze and provide solutions
to global issues confronting corporations. Prerequisites:
MG 6100 and MK 6100.
MG 6510. Conflict Resolution (1)
Course examines how to manage conflict pro-actively
by creating an environment where difference is embraced
and worked with to enhance solutions. Students discover
the importance of identifying and working with the “real
problem” in order to get lasting results. The course
also addresses the application of effective communication
skills such as listening with empathy, clarifying for
understanding, and responding assertively.
MG 6525. Career
Management and Leader Development II (2) DO/MBA program
or Health Care Leadership concentration. Course builds
on the topics of personal vision, vocation and values
explored in the Career Management & Leadership Development
I course. Students revisit their career plans and their
leadership effectiveness assessments from earlier in
the MBA program, including their individual development
as well as their ability to guide and support the career
development of others with whom they work. Students reflect
on the competencies, behavioral styles, attitudes and
values that contribute to or impair individual, team
and organizational effectiveness. They explore the leader’s
role in creating an environment of ongoing personal and
professional growth.
MG 6560. Personal Leadership: The
Seven Habits of Highly Effective People (1) Course
examines the principles of personal development and interpersonal
relationships that can be applied in personal or business
settings. Coursework involves a dynamic, experiential
learning atmosphere utilizing video, personal application
exercises, partner exercises, small and large group
activities.
Upon completion of the course participants understand
the seven habits, learn how to increase performance
capability to achieve worthwhile purposes, and develop
realistic
action plans to implement the seven habits into daily
life.
MG 6600. Leadership and Motivation (3) Course
explores concepts of leadership and motivation, examining
the
complementary yet distinct characteristics of leadership
and management, and their impact on individual and
organizational effectiveness. Cultural and societal
influences on leadership
and motivation will be highlighted. Ethical responsibilities
associated with leadership and motivation will be
addressed. Students will assess their personal leadership
style,
identifying their values and beliefs about team leadership
and participation through experiential learning.
Prerequisite: MG 6100.
MG 6625. Resource and Operations
Management
(3) DO/MBA program or Health Care Leadership concentration.
Course explores human resource and design issues
for small practices, non-profit organizations, and
large for-profit health care systems. Through labor/management
simulations, cases, and examples, students plan
and
negotiate hiring, retention, and retiring policies.
The
development
of effective negotiation skills is stressed. Students
will also explore how government regulation influences
human resource management within health care organizations.
MG 6650. Entrepreneurship (3) This course is designed
for the individual who is considering starting
a new business venture. The topics covered are development
of a business plan; start-up options; self analysis—matching
the individual with options; marketing issues including
pricing, consumer behavior, promotional strategy and
consumer credit; analyzing new venture ideas; location
and facilities analysis; purchasing and inventory control;
capital requirements; ownership options; and developing
a financial information system. This course has as its
major focus and class assignment the development of a
business plan. Prerequisites: FN 6100, MG 6100, and MK
6100. MG 6670. Making
Effective Decisions (1) Course improves student
decision-making skills in ways that positively
enhance personal and organizational effectiveness.
Both individual and group decision-making techniques
will be discussed, including deductive and inductive
decision-making processes. A variety of decision-making/problem-solving
models will be explored and applied in case studies
and team activities.
MG 6760. Spirituality in
the Workplace (1) Course investigates the current
dialogue about spirituality and work. Differences
between religion and spirituality are defined
and the benefits/concerns surrounding this issue
are identified. Particular attention is paid
to the spiritual needs of differing generations
of workers. Ideas for creating more spiritually-based
workplaces are introduced and case examples of
organizations that are encouraging their employees
to bring their whole selves to work are discussed.
MG 6810. Maximizing Team Effectiveness (1) Course
investigates basic concepts of how people work
together in groups and teams in contemporary
organizations. Issues of group dynamics and topics
such as the use of task forces and self-directed
work teams are covered. Students will participate
in various team activities and discuss team roles
and stages.
MG 6820. Exploring Your Management
Potential (1) Course explores the underlying
premise that leaders and managers must possess
a high degree of self-awareness of their strengths
and weaknesses in order to be effective change
agents, leaders, or managers. At the end of the
course, students are able to identify their own
problem-solving, learning, interpersonal, conflict,
leadership and motivational styles. Students
will create individual development plans that
will enable them to maximize their identified
strengths while also addressing developmental
needs.
MG 6870. Leading Organizational Change
(3) Course provides participants with the insight
and skills for leading and managing complex organizational
change. Topics such as choosing change strategies,
dealing with resistance and leading the transition
are examined through lectures, discussions, case
studies and written assignments. Attention will
be given to emerging organizational change processes,
which are based on an organic, living systems
paradigm, rather than the mechanistic paradigm
of the traditional change theories.
MG 6900.
Corporate Social Responsibility (3) Course develops
the related concepts of corporate ethics and
social responsibility in terms of the current
legal and social environments of business. The
focus is on the relationships between legality,
ethicality, and social responsibility and the
need to integrate both ethical reasoning and
social responsibility considerations into the
formulation of overall corporate strategy. The
course material is heavily case-oriented, drawing
from current and recent legal cases. The discussion
goes beyond the legal decision to emphasize the
importance of the underlying social issues in
both a domestic and international context. Where
appropriate, ethical principles useful in resolving
conflicts arising from differing cultural norms
are introduced. Topics for the course include,
but are not limited to, The Foreign Corrupt Practices
Act, Antitrust Law and the international implications
of antitrust, laws protecting the employees,
laws protecting consumers, and environmental
law. (This course should be taken within the
last nine hours of the program.)
MG 6910. Business
Policy (3) Course facilitates student integration
and application of the core business concepts
and managerial perspectives mastered earlier
in the MBA program. Simulations, case analyses
and group projects explore the strategic implications
of contemporary issues, and place particular
emphasis on strategy implementation and project
management. This course encourages student reflection
and synthesis within program thematic areas (leadership,
ethical behavior/corporate social responsibility,
information technology/knowledge management,
global/international, and effective communication)
and provides several opportunities for students
to demonstrate leadership communication skills
in a variety of class activities. This course
should be taken within the last nine hours of
the program. Prerequisite: MG 6100.
MG 6925.
Ethics for Leaders (1) Course introduces students
to the ethics of leadership. Discussion goes
beyond legal decisions to emphasize the importance
of the underlying ethical issues in both a
domestic and international context. The relationship
of
individual ethics, social responsibility, and
corporate social responsibility is discussed.
Using case studies, students explore the question
of how an organization can balance its responsibilities
to various stakeholder groups.
MG 6961. Seminar
in Organizational Behavior (1) Course explores
cutting-edge issues in organizational behavior.
Topics such as telecommuting, diversity,
employee privacy, and empowerment are discussed.
The
seminar format of this course enables students
to actively
direct not only the course of the discussions,
but also the nature of the topics explored.
MG 7000. Corporate Citizenship (1) Executive Fellows
Program only. Course increases the student’s understanding
and appreciation of corporate citizenship. Presentations
and discussions each semester on corporate social responsibility
topics culminate in reflection paper/project. (Introduced
during Orientation and continues throughout the program.)
MG 7100. Organizational Behavior (3) Executive Fellows
Program only. Course studies personal, social, technological,
and organizational aspects of behavior and examines
effective change-management processes which foster cooperation
within the firm. There is special emphasis on understanding
learning styles, personal management styles, and development
of teams and individuals.
MG 7200. Building Effective
Teams (2) Executive Fellows Program only. Course increases
the student’s understanding of his or her interpersonal
skills. Processes essential to team building and collaboration,
including leadership, problem solving, negotiation, conflict
management, and group effectiveness are emphasized.
MG
7300. Strategy Formulation and Corporate Governance/Ethics
(3) Executive Fellows Program only. Course focuses
on organizational structure and the executive’s ability
to successfully implement an organization’s mission,
goals, objectives and strategies. The role of corporate
governance and ethical decision making within the context
of guiding values and support systems of the organization
are explored. The course examines the executive function
using successful and unsuccessful “real” cases to observe
the decision and execution processes. Both text cases
and “live” cases, as well as industry information are
used extensively. The course is heavily oriented to the
case method, and supported by conceptual and applied
readings.
MG 7310. Strategy Implementation and Corporate
Governance/Ethics (3) Executive Fellows Program only.
Course provides knowledge and skill development for
those leading organizational change. Specific topics
include
planned change processes, building stakeholder relationships
and partnerships, organizational design, negotiation,
and conflict management. Corporate governance and corporate
social responsibility are overarching themes in all
the modules of this course.
MG 7600. International Residency
(3) Executive Fellows Program only. Course immerses
students
in an international learning experience. The students
study the business, cultural and societal aspects of
countries visited and the effect these factors have
on international business markets. Additional areas of
focus
generally include factors effecting in-country foreign
investments by U.S. firms; relationships between government
regulators and industry; and the difference between
the corporate governance models used in the countries
visited
and the United States. Other topics covered may include
market entry; cultural, legal, and environmental factors;
economics and financial risk; as well as international
structure and strategy.
MG 7740. Research in Management
Topics (3) Executive Fellows Program only. Course includes
the formulation of an approved research topic, which
addresses a current, high-level issue within the student’s
sponsoring organization. Each student will work with
a faculty advisor. The course is designed to allow the
student maximum flexibility in addressing a specific
and real business problem within one’s organization,
drawing on one’s technical and managerial experience,
as well as displaying an understanding of current business
and government issues. This project culminates in a substantive
written and oral presentation in the MG 7750 Seminar
in Management Topics course. This course continues through
Semesters 3 and 4 of the program.
MG 7750. Seminar in
Management Topics (3) Executive Fellows Program only.
Course allows the students to analyze findings of their
research projects in MG 7740, Research in Management
Topics, and to present, discuss, and defend to their
peers their research projects. Each research project
is formally presented to the class in a Board of Directors
setting, thus allowing the students the opportunity
to increase their critical thinking and oral presentation
skills.
MG 7760. Strategy and the Leadership Imperative
(2) Executive Fellows Program only. Course integrates
what has been learned about competitive strategies
throughout
the program with a special emphasis on the leader’s role
in decision-making and leading change. Central to the
course are presentations by current and former CEOs and
executives. Through their experiences in formulating
and implementing strategies, leaders relate their histories
and living cases of strategy in action, reflecting on
what they have learned as leaders. In the examination
of different strategies, value chains, and business models,
students will be asked to analyze the leaders and their
effectiveness in implementing change. They will learn
leadership models and criteria for transforming organizations
to the next level.
MG 7780. Leadership Development (1)
Executive Fellows Program only. Course addresses the
leader’s role in business and community organizations.
Each student will explore personal strengths and potential
weaknesses as these apply to his or her leadership agenda.
Topics examined include: developing a coherent and shared
organizational vision; influencing others when one has
little formal authority; self-awareness of leadership
style; motivating behavioral change; and developing one’s
interpersonal network. A capstone activity in the module
requires each student to develop an individual leadership
credo summarizing his or her personal leadership philosophy
and key leadership values.
MG 7790. Managing Information Technology (2) Executive
Fellows Program only. Course develops knowledge relating
to the dynamic role of Information Technology (IT) in
business, government and community organizations. Taking
a general management perspective, the course explores
the leader’s role in harnessing IT to support organizational
strategy, organizational learning, and enhanced value
creation. Students learn how to develop a coherent IT
infrastructure that is aligned with the firm’s competitive
context. E-commerce initiatives are examined in terms
of their increasingly important role in business-to-business
and retail transactions. Students also examine the general
manager’s role in supporting the systems development
process to include resource commitment decisions, development
of integrated technology planning processes, and attention
to critical behavioral issues affecting systems deployment.
Emerging ethical and social responsibility issues are
also addressed.
MG 7800. Contemporary Topics for Senior
Managers (3) Executive Fellows Program only. Course
engages the student in high level learning opportunities
with
top business and academic leaders on contemporary topics
in law, government and political relationships, external
stakeholders’ relationships and public relations, responsible
corporate governance, global issues and other timely
and important issues. The course allows the student to
synthesize and reflect on important and contemporary
senior management issues. Time will be allocated for
exploration and discussion of timely and important issues
that occur during the semester. Students will bring forward
skills, theories, and learning from Year I into their
synthesis and reflection. |
|
Marketing MK 5000. Marketing Principles (3) Course
provides an introduction to the marketing function
for graduate students with no previous marketing course
experience. Students examine the marketing concept,
the marketing mix and relationship marketing. The course
includes a study of market research, market segmentation,
target markets, market positioning and consumer behavior.
In addition, product, pricing, distribution channels
and promotional strategies (advertising, personal selling,
sales promotions, direct marketing, internet and public
relations) are introduced.
MK 5025. Foundations of
Marketing (3) DO/MBA program or Health Care Leadership
concentration. Course examines the role of marketing
in business strategy and planning. It covers marketing
practices such as market research, environmental and
competitive analysis, market segmenting and targeting,
brand positioning and pricing. It also covers integration
of marketing communications including advertising,
promotion, publicity and sales — both online and traditional
media. The course also covers product management in
new, growing, mature and declining markets, both domestically
and globally.
MK 6100. Marketing Management (3) Course
explores the application of marketing principles in
the development of marketing policies, strategies and
plans. This course has a managerial orientation and
uses an analytical approach. The course draws heavily
on the rich findings in the behavioral sciences, management
theory and economics. Students will learn about the
universal applications of marketing concepts to consumer,
business and government markets, profit and nonprofit
organizations, domestic, foreign and international
companies, and both large and small firms. Topics include
analysis of market opportunities, segmentation and
planning, product mix and development strategies, pricing,
distribution and sales. Prerequisite: MK 5000 or equivalent.
MK 6300. Marketing Strategy and Planning (3) Course
examines marketing management in the organization and
its links to the overall corporate mission and strategy
is examined. Concepts and techniques for environmental
scanning, analysis of markets for opportunity, and
design of marketing programs are also addressed. Prerequisite:
MK 6100.
MK 6350. Advertising and Promotions (3) Course
explores the factors influencing promotion strategies
from the perspective of a promotion manager. Students
learn to design advertisements and promotions within
a context of an Integrated Marketing Communication
Perspective. This course builds proficiency in the
effective use of oral and written communications, nonverbal
communications, listening skills, music, theatre, art
and other techniques for conveying a message to selected
target audiences. Students develop an appreciation
for how advertising, sales promotions, public relations,
personal selling, direct marketing, and the Internet
are used as components of an organization's overall
marketing plan. Prerequisite: MK 6100.
MK 6400. Consumer
Behavior (3) Course examines salient features of consumer
decision processes and consumption patterns. Students
analyze the principal factors influencing consumer
decisions such as socioeconomic variables, family and
cultural background and individual attitudes. This
course applies the research conducted by behavioral
scientists to the field of marketing. Students will
study the research conducted by psychologists, sociologists,
social psychologists, economists, cultural anthropologists,
human ecologists, demographers, historians and other
scientists. Prerequisite: MK 6100.
MK 6450. Marketing
Research (3) Course analyzes the procedures and sources
available for supplying the information needed in marketing
decisions, development of research inputs, structuring
of marketing decisions, development of research and
experimental designs, sampling plans and data analysis
and reporting. Each student is required to participate
in a research project involving the collection of primary
data. Prerequisites: ISKM 6150 and MK 6100.
MK 6500.
International Marketing (3) Course examines marketing
in foreign countries in terms of controllable and uncontrollable
factors such as economic, cultural, geographic, legal
and political issues that face the manager. Special
emphasis is placed on the examination of unique marketing
barriers present in an international environment. Prerequisite:
MK 6100.
MK 7000. Marketing Strategy (2) Executive
Fellows Program only. Course is divided into two modules.
Module A occurs in Semester 2 and has each student
study the analyses needed to support the marketing
strategy process that exists within his or her own
firm. The analyses include the customer, the industry,
the competition, and the firm itself. The module closes
with each student reporting on the market analysis
for a product within his or her own firm. Module B,
in parallel with MG 7300 in Semester 3, has each student
develop and report a marketing plan for the product
that he or she analyzed in Module A. The plan emphasizes
creation, critique, and choice within an integrated
marketing strategy. The module closes with each student
critiquing the proposals of its members. |
|
Professional studies courses BA 3000. Behavioral and Organizational Dimensions
(4) This course deals with the performance of organizations
and the behavior of people in complex organizations.
The emphasis is on developing students’ theoretical
understanding and behavioral capability to deal with
structure, function, process, management, and leadership
issues at all levels; including individual, work group,
inter-group, and total organization. Topics range from
micro to macro, sub-system to total system levels.
BA 3010. Understanding Business Environments (4) Understanding
the social, legal, international, and ethical environments
in which business operates is the foundation of this
course. The course is discussion and project based.
It includes issues such as stakeholder identification,
the social issue life cycle impacting business, legal
trends impacting businesses such as product liability
and employment issues, purposes of regulation and
deregulation, common regulatory agencies impacting
businesses and
the purposes and methods of international trade.
Additional issues covering understanding how products
are produced
and the service and quality initiatives in the current
business environment are included. BA 3020. Marketing
in Contemporary Society (4) This course is designed
to cover the marketing concept, marketing mix (product,
pricing, physical distribution, and promotion),
marketing management, and relationship marketing. It
includes
the study of market segmentation, target markets,
and buyer behavior. Special emphasis is given to
the importance
of technology, global markets, and marketing ethics. BA 3030. Financial and Economic Decision Making
(4) This course studies the financial and economic
tools
and methods that are used for decision making
and planning within an organization. Topics include
an
overview
of the finance function in the firm and basic
finance tools such as ratio analysis, financial statement
analysis, capital budgeting, working capital management,
capital
structure, and profit planning and control. Special
emphasis is given to how the competitive and
economic
environments impact financial and organizational
decision making. Prerequisites: Accounting I and
II, a course
in microeconomics, and a course in statistics. BA 3100. Organizational Change (4) This course provides
an understanding
of the impact of change in complex organizations
(both planned and unplanned), and focuses on
strategies and
processes for managing and leading organizational
change to improve functional efficiency and enhance
organizational
effectiveness as social institutions. The course
also deals with the key role of the change agent
(both
external
and internal) and the methods, techniques,
and processes by which organizational change is accomplished. BA
3200. Strategic Formation and Implementation
(4) This course focuses on the formulation and
implementation of strategy within the firm. Emphasis
is placed
on managing the strategy-structure-policy relationship.
The course is taught using case discussions,
lectures,
and community business speakers with a focus
on Kansas
City businesses. Prerequisites: Accounting
I
and II,
a course in microeconomics, and a course
in statistics. BA 3500. Financial Accounting Methods
and
Analysis
I (4) This course studies the financial
accounting issues, tools, theories and practices relevant
to an organization, including its external
stakeholders
such
as government agencies, creditors, labor
unions, and shareholders. Prerequisites: Accounting
I
and II,
a
course in microeconomics, and a course
in statistics. BA 3501. Financial Accounting Methods
and
Analysis
II (3) A continuation of BA 3500. Prerequisite:
BA 3500. BA 3510. Managerial Accounting for Planning, Decision
Making, and Control (4) This course studies the roles
and responsibilities of managerial accountants within
an organization and the tools, methods, theories and
practices used by managerial accountants to provide information
for the planning, decision making, and control functions
of an organization. Prerequisites: Accounting I and II,
a course in microeconomics, and a course in statistics. BA 3520. Accounting Information and Internal Audit Systems
(4) This course studies the role of accounting information
systems and accounting control systems within an organization.
It includes understanding how accounting information
is gathered, how data are processed into information
useful for decision making, and how the tools, theories,
and techniques used to monitor the accounting information
system are used to safeguard accounting information.
Prerequisites: Accounting I and II, a course in microeconomics,
and a course in statistics. BA 3961. Directed Study
in Business (3) This course consists of an applied
research project in an area that is practical and relevant
to
both the students and the objectives of the business
major. There are both written and oral communication
outcomes from this course. Prerequisite: Student
must have completed at least two courses in the business
major. BA 4940 (AC 4900). Capstone in Accounting (3) This
course incorporates a class project (or projects) that
integrate
the learning objectives of the accounting degree.
Both
written and oral communication outcomes are required. BA 4941. Capstone in Business (4) This course incorporates
a class project (or projects) that integrate the
learning objectives of the business degree. Both written
and
oral communication outcomes are required. CO 1100.
Beginning Word Processing (.5) An introduction to professional
document production. This course will teach the
fundamentals of word processing, including instruction
in creating
documents, working with multiple documents, file
management,
formatting, editing, headers and footers, find
and replace
techniques, and document summaries. Lab fee. CO
1110. Intermediate Word Processing (.5) This course
stresses mail-merging, tables of contents, indexing,
footnotes,
and boilerplates. Instruction is given in manipulating
toolbars, bullets and numbering, columns and
tables, source documents, main documents, labels and
envelopes,
sorting and querying documents. Lab fee. Prerequisite:
CO 1100. CO 1120. Advanced Word Processing (.5)
This
course is structured for the advanced user, emphasizing
styles, graphics, advanced table features, and
macros. Instruction is given in linking spreadsheets
and
text documents, form creation, and templates. Lab
fee. Prerequisite:
CO 1110. CO 1200. Beginning Spreadsheets (.5)
This course is an introduction to the use of computer
spreadsheets. Instruction is given in creating and
navigating
a
spreadsheet, formulas, formatting, editing, and
charts. Lab fee. CO
1210. Intermediate Spreadsheets (.5) This course
presents database basics: filtering a database,
sorting and
naming a range, and financial functions. It then
covers database
analysis through worksheet management, passwords,
cell protection, and creating report views. Finally,
attention
is given to recording, debugging, and editing
macros. Lab fee. Prerequisite: CO 1200. CO 1220. Advanced
Spreadsheets (.5) The use of IF logic is used in
this
course through
employing trend analysis, goal seeking, determining
frequency distributions, scenarios, the use of
IF functions, and
nesting IF functions. Advanced data management
using one and two variables, user-defined functions,
and
customization are studied. Lab fee. Prerequisite:
CO 1210. CO 1300.
Presentational Software I (.5) This course
provides instruction in creating visual supplements to
professional
presentations.
Attention is given to creating slides, organizational
charts, outlines, summaries, drawing tools,
and clip art. Lab fee. CO 1310. Presentational Software
II (.5) This course covers data charts, advanced text
formatting, working
with templates, and advanced slide shows. Techniques
covered include inserting spreadsheets, data charts,
tables, applying movie, sound, and animation effects,
and publishing to the Web. Lab fee. Prerequisite: CO
1300. CO 2110. Modern Programming I (4) This course covers
input/output, iteration, selection, repetition,
functions, parameters, elementary data structures, and
the object-oriented
programming paradigm. Lab fee. CO 2410. Introduction
to Database Programming (4) This course
involves relational database concepts, SQL, and a graphical,
programmatic
interface to database forms and reports.
Prerequisite
or co-requisite: CO 2110. Lab fee. CO 2850.
Introduction to Networks (4) This course covers network
topologies
(LAN, WAN, Ethernet, Token Ring), internet
vs. intranet, connecting devices, routers and bridges,
layered network
model network, addressing and security,
firewalls, and network applications (e-mail, www, ftp).
Lab fee. CO 3050. Introduction
to Web Development (3) The purpose of this introductory
course is to provide students with a basic understanding
of web design and authoring skills in addition to
the technical expertise required for production of
HTML documents. The course will cover browser/server
interaction and directory management. Attention will
be directed toward the impact a designer’s choices
have on communication, understanding, and accessibility.
Basic HTML tags will be introduced, with the optional
use of a web-authoring program for the project web
site. Students will explore functional and user-testing
techniques, evaluate web sites, and apply evaluation
data to their project web site development. Prerequisite:
Computer skills assessment. CO 3110. Modern Programming
II (4) This course focuses on advanced (dynamic)
data structures, recursion, generic libraries, graphical
program organization, and advanced debugging techniques.
Prerequisite: CO 2110. Lab fee. CO 3410. Client-Server
Databases (4) This course focuses on database methodologies
(including data collection), advanced SQL techniques,
development of robust/flexible user interfaces, and
the interaction between clients making queries and
server responding to them. Prerequisite: CO 2410.
Lab fee. CO 3850. Client-Server Networking (4) This
advanced course covers the details of PC-to-mainframe
interfacing, TCP/IP socket programming, network programming
languages, and intranet design and construction.
Prerequisite: CO 2850. Lab fee. CO 3960. Directed
Study in Computer Technology (3) The student in this
course attempts to integrate this course into something
useful for the student’s employer or for the benefit
of a non-profit organization. As computer technology
changes and evolves, the program coordinator may
require students to study a current or emerging issue
in order to complete the requirements of this course.
Prerequisite: Student must have completed at least
two courses in the computer technology major. CO
4210. Operating System Administration (4) This course
introduces students to operating systems concepts
like network file systems, multitasking and scheduling,
virtual memory, processes and threads, mutual exclusion
and locking, and security issues in distributed systems.
To be taken in final semester. Lab fee. CO 4940.
Computer Technology Capstone (4) The capstone course
entails consulting for a non-profit organization
to assist it in setting up or modernizing its computer
resources. This not only serves as a capstone for
the computer technology program, but also integrates
community service and volunteerism into the curriculum.
To be taken in final semester. EN 2160. Writing Fiction
(3) This course is designed for students interested
in writing novels or a series of short stories (intending
to assemble a collection). Taught in a workshop format,
the course will require about 90 pages of approved
writing. Students’ writing will be discussed each
week as the class assists in the process of editing
and providing a critique. Finally, students will
submit revisions of the workshopped material at the
end of the semester. Prerequisite: EN 1110/1120,
EN 1140, or EN 1150 (or equivalent), and department
permission. EN 4010. Writing for Professional Studies
(1) This course is designed for students who wish
to increase their skill in written communication.
A review of pre-writing, drafting, revision, and
copy-editing techniques along with the conventions
of punctuation and usage is applied through specialized
writing assignments for professional purposes.
Regular practice in writing is an essential part
of the course. HA 3000. Administration of Human Service Agencies
(3) A comprehensive analysis of the role and
function of a human service agency professional in
the management
process of a human service agency. Management,
administration and supervision skills and techniques
are assessed
for human service agency operations in the area
of planning, staffing, personnel selection and
policies, volunteer committees, executive board and
community
relationships. HA 3020. Marketing for Nonprofit
Organizations
(3) A study of the fundamentals of marketing
in a nonprofit setting through readings, class
lectures, discussion, and a service learning project.
Students
learn essential elements of effective organizational
marketing; these fundamentals are then applied
in
a real life setting as teams of students develop
a marketing plan for a nonprofit. Educational
outcomes
include the development of marketing goals
and position statements, the conduction of a marketing
audit,
development of marketing and promotion plans,
and the design of market research plans. HA 3050.
Financing
Human Services (3) An introduction to the
principles of philanthropy and fund raising which
apply
to the management of a nonprofit agency. Knowledge
of
the
sources of philanthropic gifts, causes that
receive
support, the essentials of strategic planning
and the construction of budgets and related fund
raising
targets. Emphasis is placed on the human
behavior aspects of philanthropy and volunteerism. HA
4940. Capstone in Nonprofit Leadership (4)
Professional field experience. 300 or more hours
of internship
with a pre-approved nonprofit organization
is required.
Assignments include reflection activities/journaling,
comprehensive response paper, and oral
presentation. OC 3040. Interpersonal Communication (4) This course
applies communication theory to spontaneous face-to-face
communication with emphasis on acquiring skills in human
relations, conflict management, ethical decision-making
and group communication. It is designed for analysis
of philosophies and behaviors which apply in effective
and appropriate interpersonal exchange. Focus is on the
interactive nature of communication which serves on the “micro” foundation
of organizational communication. The course incorporates
laboratory, oral interaction, and writing assignments. OC 3160. Writing for Organizations (4) This course focuses
on the writing for basic organizational documents:
brochures, press releases, business letters, memoranda,
reports,
and proposals. Techniques, style, appropriateness,
layout, and design are examined throughout the course.
Involves
extensive writing opportunities. OC 3300. Business
and Professional Communication (4) This course is a
performance course in organizational communication. Emphasis
is
on
structuring contexts consistent with organizational
realities to improve the speaker’s performance in group report,
meeting, public presentation, and sales environments.
Special consideration is placed on résumé-writing and
interview techniques and ethical conduct within various
professional contexts. Course involves oral presentations
theory and extensive speaking opportunities. OC 3400.
New Technology in Organizations (4) This course examines
the history, nature, and influences of new technology
on organizations. Course involves increasing knowledge
base of the function of all technology in organization,
familiarizing students with current technology (electronic
and other), and integrating new technology into existing
organizations. Course requires integrating of new
technology with written and oral presentations. OC 3960.
Directed
Study in Organizational Communication (3) Independent
research in organizational communication; reading,
writing, and research into issues in organizational
communication scholarship. Course provides opportunities
for practice
in the student’s workplace, if appropriate. Writing is
required to demonstrate mastery of research undertaken.
Prerequisite: Student must have completed at least two
courses in the organizational communication major. OC
4350. Organizational Communication (4) This course
investigates the ways communication operates in organizations
through
historical, philosophical, and theoretical issues.
Critical analysis of case studies and organizational
research
are emphasized for study of leadership styles,
ethics, communication climates, organizational design,
coordination,
symbolism, and communication satisfaction. Case
study incorporates formal and informal writing conventions. OC 4800. Organizational Culture (4) This course
focuses
on the notion of organizations as cultures,
the dominant paradigm in organizational research. Subjects
include
station of cultural values, narratives, myths,
symbolism, communication patterns, and organizational
identity.
Emphasis on understanding importance of human
influences on the process of organizing. Case study
research
with
formal written analyses serves as a primary
means of investigation. OC 4860. Organizational Group
Dynamics
(4) Principles and processes unique to group
situations
with emphasis on structure of leadership,
roles, norms task, and social functions are studied.
Individual
and
team written and oral assignments on problem-solving,
decision making, conflict management, issues
of advocacy and inclusion, and negotiation in a context
which is
ethical, appropriate, and effective. OC 4940.
Capstone in Organizational Communication (4) Independent
and collaborative
research in organizational communication;
written and oral presentation required to demonstrate
mastery
of
organizational communication. Course affords
the opportunity for service learning. Capstone
may engage student in
construction of original study or communication
audit. OL 3010. Leadership Theory and Practice
(4) This course
examines some of the most common elements
of leadership, such as legitimate authority, expert
knowledge, power,
charisma, and influence. Examples of
effective leadership, taken from history and contemporary
society are studied. OL 3960. Directed Study in Leadership
Issues
(3) Independent research in organizations and
leadership. This course
consists of an original research project
in
an area that is practical and relevant to both
the student and the
objectives of the Organizational Leadership
major.
Prerequisite: Student must have completed at
least two courses in the
Organizational Leadership major. |
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OL 4500. Community Leadership for Social Welfare
and Public Policy (4) A study of communities—their
needs and opportunities for leadership, organization,
and planning. This course explores how leadership for
service can improve the quality of life and economic
vitality of communities. Case studies are utilized.
OL 4940. Leadership Capstone (4) This course incorporates
class projects that demonstrate the learning that has
occurred in each of the objectives of the Organizational
Leadership program. Students engage in planning and
carrying out a class service project. The culmination
of the project is a presentation using a variety of
media and presentational styles. Students also complete
an assessment of the Organizational Leadership major
in this course.
OR 2000. Orientation to Professional Studies (1) This
course serves as an introduction to Rockhurst and the
Jesuit tradition of education for students entering
the Bachelor of Professional Studies program. Introductory
information regarding learning styles, time management
skills, computer and library services, and writing
skills are provided along with information about campus
resources for additional assistance in these areas.
Fulfills the orientation course requirement.
PA 2000. Legal Theory and Practice (3) Fall and Spring
semester This class provides students with an introduction
to the American legal system, the procedures used to
solve legal disputes in the court systems and the steps
in planning for a career in law. Students have an opportunity
to survey a variety of substantive areas of law (i.e.
property, employment, torts, business organizations,
estates and trusts, domestic relations, and alternative
dispute resolution). Legal method and reasoning are
demonstrated through student writing assignments in
case analysis and opinion briefs.
PA 3100. Business Organization (3) Fall semester The
legal organization of business entities with emphasis
on the role of the lawyer and legal assistant in the
formation of various business organizations. Prerequisite:
PA 2000 or concurrently.
PA 3200. Real Estate Law (3) Laws relating to real
property and the common types of real estate transactions
and conveyances. Prerequisite: PA 2000 or concurrently.
PA 3300. Estate Planning and Probate Administration
(3) Prepares the student to assist practicing attorneys
with problems associated with planning for efficient
use of financial resources during working life, retirement,
and after death of the principal income producer. Prerequisite:
PA 2000 or concurrently. |
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PA 3500. Legal Ethics and Professional Responsibility
(1) An overview of the issues and rules that govern
ethical practice in the legal profession, oriented
to paralegals. Through lecture and small group participation,
the class focuses on the areas of confidentiality,
conflicts of interest, zealous representation, competence,
unauthorized practice of law, administration of client
funds, advertising legal services, and selected issues
in specialized practice.
PA 3510. Women and the Law (1) A survey and analysis
of case opinions affecting the economic, political
and social lives of women. The course focuses on issues
related to gender-based discrimination, constitutional,
and statutory provisions concerning women and employment,
reproductive rights, and educational opportunities.
PA 3520. Contract Law (1) An overview of the law of
enforceable promises. Lectures and small group exercises
focus on the elements of contract formation, performance,
breach and calculation of damages.
PA 3530. Introduction to Bankruptcy Law (1) Procedures
involved in representing debtors and creditors in bankruptcy
proceedings and an understanding of the structure and
theory of the Bankruptcy Code and Rules.
PA 3550. Labor and Employment Law (1) An overview
of labor law and legal issues in the workplace concerning
employers, employees and unions. The historical context
of unions and the role they have played in the legal
regulation of the workplace is discussed. Federal laws
and regulations and the roles and structures of administrative
agencies is emphasized. Additional topics include workplace
discrimination, organizing, negotiation of collective
bargaining agreements, grievance and arbitration, employment-at-will,
wage and hour laws, and safety laws.
PA 3560. Practical Investigation (1) The how, what,
when, where, which, why, and who of investigation.
Lecture and interactive format. Emphasis on development
of useful and usable skills, such as: witness interviewing,
locating missing persons and property, federal and
state document searches, and reporting findings.
PA 3570. Evidence Law (1) This course covers the Federal
Rules of Evidence and correlated Kansas rules of evidence,
and Missouri evidence law, with special emphasis on
preparation of documentary evidence, including depositions,
for use at trial. In addition to lecture, students
participate in a variety of small-group activities
designed to explore the issues of relevance, impeachment
of testimony, hearsay, and issues related to the introduction
of exhibits into evidence at trial. |
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PA 3580. Elder Law (1) The course focuses on issues
confronted by senior citizens and reviews possible
legal remedies. Through lecture and small group participation,
the class covers the areas of Social Security; Medicare;
health care decision-making; wills; guardianship; housing;
consumer fraud; and abuse and neglect of the elderly.
The perspective taken is that of a paralegal advocate.
PA 3590. Alternative Dispute Resolution (1) The course
focuses on mediation, arbitration, and other forms
of alternative dispute resolution (ADR) and how such
procedures can be applied in tort, business, employment,
and other types of civil disputes. Also examined will
be the growing use of pre-dispute ADR clauses in contracts
involving employment, financial, and other business
contexts. The perspective taken will be that of both
the advocate and the neutral person in ADR.
PA 3600. Litigation and Trial Practice (3) Fall and
Spring semester Analysis of state and federal court
systems, types of litigation, preparation of pleadings
and discovery documents, trial procedures, post-trial
remedies, and appeals. Prerequisite: PA 2000 or concurrently.
PA 3700. Introduction to the Criminal Justice System
(3) Develops a familiarity with the criminal justice
system in the United States. Prerequisite: PA 2000
or concurrently.
PA 3750. Tort Law (3) Tort Law, as defined in Black’s
Law Dictionary, is “a private or civil wrong or injury,
other than breach of contract, for which the court
will provide a remedy in the form of an action for
damages.” This course provides a general understanding
of the basic concepts and fundamental elements of tort
law, including intentional torts, elements of negligence,
strict liability, and discussion of common personal
injury cases. Prerequisite: PA 2000 or concurrently.
PA 3800. Domestic Relations (3) Acquaints the student
with the legal problems involved in domestic relations
pertaining to a separation, divorce, child custody,
adoption, and non-support. Prerequisite: PA 2000 or
concurrently.
PA 4000. Legal Research (3) Fall and Spring semester
An in-depth examination of the law library; survey
of traditional print reference materials as well as
electronic sources available in determining applicable
law. The process of legal research and writing of memoranda
and results of legal research are also explored. Prerequisite:
PA 2000.
PA 4100. Advanced Legal Research (1) This course is
designed to reinforce and build upon the skills developed
in PA 4000. Particular emphasis focuses on four main
subject areas which are characterized by rapid expansion
in relevant legal materials and integration of all
forms of primary authority. Prerequisite: PA 4000. |
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