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:
Six hours of undergraduate financial and managerial accounting (AC 2000 and AC 2100) or AC 4500.
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 or equivalent (ACFN 6001).
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 MIS 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.
ACFN 6001. Combined Financial Policy/Managerial Accounting (6) This fast-track course meets the accounting and finance requirements of the managerial perspectives segment in the MBA. The course is designed to familiarize students with terminology, theories, practices, and policies through integrated lectures, text, simulations, and a project designed to develop general management knowledge and skills in the accounting and fiance ares. (This course fulfills requirements for both AC 6000 an FN 6100.) Prerequisite: Six hours of financial and managerial accounting (AC 2000 and AC 2100), or AC 4500; and FN 3000 or equivalent.
BUS 6020. Effective Communication for Leaders (3) To explore the various techniques, instruments, processes, and styles employed by leaders to communication 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 designed to provide an introductory experience and orientation to the MBA and establish common communication protocols, determine critical self-awareness profiles, and identify the Rockhurst themes that will be applied throughout the program. The course must be taken in the first six hours of the MBA program.
BUS 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.
BUS 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.
BUS 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.
BUS 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.
BUS 7750. Seminar in Management Topics (3) Executive Fellows Program only. Course allows the students to analyze findings of their research projects in BUS 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.
DS 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.
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: Six hours of undergraduate (EC 2000 and EC 2100), or EC 4550.
EC 6001. Combined Managerial Economics/Production Operations Management (6) Course explores economic concepts and analysis for making business decisions. In addition, the course covers the distribution of goods and services. Topics can include demand and supply, forecasting, competition, sales strategies, location analysis, distribution models, production, efficiency, integration, cost and pricing, as well as macro and global issues in relation to how they impact business decisions and firms. This course fulfills requirements for both EC 6000 and DS 6150. Prerequisite: EC 4500; and six hours of undergraduate micro and macroeconomics (EC 2000 and EC 2100), or EC 4550.
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 or equivalent (EC 6001).
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.
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 or equivalent (ACFN 6001).
FN 6430 (AC 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 or equivalent (ACFN 6001).
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 or equivalent (ACFN 6001).
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 or equivalent (ACFN 6001).
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 or equivalent (ACFN 6001).
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 or equivalent (ACFN 6001).
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 or equivalent (ACFN 6001).
FN 6825. Health Finance for Non-Finance Professionals. (1) Course introduces students to the interrelationships of accounting statements, the basic accounting cycle, and how accounting can be used for budgeting purposes. Students build and employ accounting spreadsheets to reflect the classification of investment, financing, and operating activities for health care organizations.
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.
HC 6125. Health Systems I (3) Students enrolled in the Health Care Leadership program or focus only. 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. Strategic Analysis for Health Services (3) Students enrolled in the Health Care Leadership program or focus only. 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 3000 or MK 5025.
HC 6325. Policy and Politics of Health Care (3) Students enrolled in the Health Care Leadership program or focus only. 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) Students enrolled in the Health Care Leadership program or focus only. 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) Students enrolled in the Health Care Leadership program or focus only. 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) Students enrolled in the Health Care Leadership program or focus only. 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.
MG 6002. Directorship of Boards - For Non-Profit (1) The benefits, liabilities, and exectations for board of nonprofit organizations. The course will also provide informatin on corporate for nonprofit governance (including Sarbanes-Oxley Act of 2002) "outside" directors and the role of advisory board.
MG 6007. Directorship of Boards - For Profit (1) The benefits, liabilities, and expectations for board of profit corporations. The course will also provide informatin on corporate for nonprofit governance (including Sarbanes-Oxley Act of 2002) "outside" directors and the role of advisory board.
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 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 6101. Combined Organizational Behavior/Marketing Management (6) This course takes an integrative approach to the study of organizational behavior and marketing management. It examines the concepts of both fields to understand their impact on each other so that managers and especially leaders can design, articulate, implement, and evaluate successful strategies in a variety of business situations. The emphasis in the course is on a managerial focus and problem-centered leadership as opposed to a content and discipline-based procedure. Particular attention is given to ethical implications in the development of business strategies. (This course fulfills requirements for both MG 6100 and MK 6100.) Prerequisite: MK 3000 or equivalent.
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) Students enrolled in the Health Care Leadership program or focus only. 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 6260. Quality Improvement Processes for Management (3) Performance measurements and quality improvement have become integral to management. "Report cards" are widely available as tools for evaluating the care and service offered by companies and by individual employees. It is paramount that managers understand the meaning and importance of performance measures, as well as how to implement quality improvement programs to enhance service and outcomes. This topic area will help learners to define meaningful quality parameters; describe quality from the perspectives of customers, purchasers, regulators and other stakeholder; and apply basic tools and techniques of quality improvement.
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. Team Leadership and Participation (1) Students enrolled in the Health Care Leadership program or focus 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 6425. Career Management and Leader Development I (1) Students enrolled in the Health Care Leadership program or focus only. 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 or equivalent (MG 6101).
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 or equivalent (MG 6101).
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 or equivalent (ACFN 6001, MG 6101).
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 6816. Achieving Management Excellence (3) This course looks at the essential skills and functions of management. It will address, through case studies, stories of management practice, guest speakers, and various assignments, the issues of management at a practical level. Included in the range of managerial activities are hiring, motivating, decision-making, communication and people skills. In addition to the managerial functions, students will be expected to practice and develop oral presentation skills.
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 (2) 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 6901. Combined Corporate and Social Responsibility/Business Policy (5) This combined Business Policy and Corporate Social Responsibility course is a capstone experience in the Rockhurst MBA program. The course is presented from a general management/leadership perspective. The course promotes an integrate view of the various functional areas such as marketing, fiance, human resources, IT, etc., as these subunits interact to create organizational performance. Topics covered include an overview of the tools and processes for strategy formulation, innovation, and the dynamics of strategy implementation, leadership, and organizational change. All of these topics are also addressed as challenges in corporate social responsibility and personal ethics. This latter emphasis is examined from both a prescriptive and descriptive perspective. This course should be taken in the last nine hours of the MBA program. This course fulfills requirements for both MG 6900 and MG 6910. Prerequisite: MG 6100 and MG 6060, or MG 6101.
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 or equivalent (MG 6101).
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. Course is a team practicum experience designed to provide executive Fellows students with a hands-on opportunity to learn about and practice effective team skills including leadership, followership, negotiation, problem-solving, decision-making, and conflict management. Students are assigned to learning teams at the beginning of the first semester and continue working in those teams throughout the Executive Fellows program. This two-year learning laboratory provides the opportunity for students to experience different team roles as well as participate i the stages of team development as their teams progress from initial forming and storming to high levels of team performance. (Course begins in Semester 1 and continues through Semester 4).
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 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 (3) 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 is spread over two semesters and is focused on helping individuals develop, through practical experiences, important knowledge and personal perspective. Practicing professionals are brought into the class setting to share experience, perspective, and wisdom. Students are required to synthesize and reflect on these experiences and relate how the topics impact their leadership and management style and/or how the experience impacts their organization at a senior level. (Course begins with five weeks at the end of Semester 2 and finishes in Semester 3.)
MK 5025. Foundations of Marketing (3) Students enrolled in the Health Care Leadership program or focus only. 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 3000.
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 or equivalent (MG 6101).
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 or equivalent (MG 6101).
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 or equivalent (MG 6101).
MK 7000. Marketing Strategy (3) 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.
