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Course Descriptions


MBA Core Courses
Project Management Certificate Courses
Organizational Development Certificate Courses
Logistics and Supply Chain Management Certificate Courses
Government Contracting Certificate Courses
Elective and Concentration Courses
Mini-Courses


Core Courses

MBA 501 Management Skills Development (3)
Provides the student the opportunity to assess and develop their management skills, including decision making, leadership, emotional intelligence, time management, presentation skills, interpersonal skills, and group interaction skills. It is designed to teach a set of skills that are grounded in behavioral science theory and research that are essential for a successful professional career in business, as well as to help students refine skills important to doing well in their MBA studies. It is highly recommended students take MBA 501 as one of their first courses in the program.

MBA 503 Financial Reporting and Control (3)
Accounting is the primary channel for communicating the economics of any business. Managers must understand the concepts and language of accounting in order to use this critical tool effectively for communication, monitoring, and resource allocation. Financial Reporting and Control is not a comprehensive course in accounting. Rather, it provides a broad view of how accounting contributes to an organization and how managers can make the best use of accounting information, accounting records, systems, and accountants as internal resources for the purpose of making effective financial decisions. This course is designed to help students use accounting-based information to aid in managerial decision making. Case study analysis combined with written and oral case study presentation will be used extensively. Prerequisites: undergraduate accounting I and accounting II, or MBAP 001 and MBAP 002

MBA 504 Global Business and Economics (3)
An introduction to the core concepts and tools of economic analysis that are relevant to management and leadership. Students will investigate the complexities of the contemporary global market system in which firms operate and the key external environments that influence business strategies and operational problemsolving. Concepts to be examined include: global capitalism, supply and demand, labor markets, monetary policy, international trade, and arbitrage.
Prerequisite(s): undergraduate principles of microeconomics, or MBAP 003

MBA 505 Strategic Marketing (3)
This course provides an examination into the content and appropriate strategies of the marketing process and its importance in today’s dynamic organizations. The value and importance of effective marketing is evaluated with the methodology for developing an effective strategic marketing process. This course addresses the aggregate scope of marketing in the recognition and understanding of marketing theories and practices through the use of strategic market planning. These elements include the marketing mix, uncontrollable variables, market research, consumer behavior, branding, market segmentation, and effective promotional practices.

MBA 506 Quantitative and Statistical Methods for Managers (3)
This initial course in statistical methods provides the MBA student with the fundamental quantitative methods to solve decision problems faced by managers in business. The course develops two important quantitative skills: 1) identification of the appropriate methodology for solving managerial problems; and 2) clearly and precisely specifying the interpretation of the analysis produced. As a result of applying the appropriate methodology and clearly reporting the interpretation of the analysis, the student can recommend a sensible and understandable business decision.

The course includes the development of data analysis techniques, the study of probability and measures of uncertainty, and the application of modern statistical methods for decision making. Throughout the course, students will utilize the technology to gather, organize, and summarize the data into meaningful information. Further, students will apply the software to draw inferences from the data so that appropriate decisions can be recommended. Topics include probability models, Bayesian analysis, discrete and continuous distributions, estimation, hypotheses testing, chi-square tests, and regression analysis. Case studies will be analyzed and the reporting of analysis and recommendations will be emphasized.
Prerequisite: undergraduate statistics or MBAP 004, and computer competence

MBA 509 Financial Analysis (3)
A study of financial management and the role of the financial manager within an organization. The course will begin with an introduction to basic financial management principles and progress to areas of study such as security valuation, risk and return, cost of capital, capital budgeting, equity and debt management, and asset management. Textbook material is supplemented with case study analysis to integrate the concepts developed in class. Knowledge and use of financial spreadsheets and financial modeling are necessary to fulfill class requirements. Basic Internet use and search skills are required.
Prerequisites: undergraduate business finance or MBAP 001, 002, and 005, and computer competence

MBA 516 Organization Theory and Management Practice (3)
An intensive study of the development of organization and management theory, the functions of management, and the systems approach to organization and management. Emphasis is placed on the external environment of the business organization, the total organization and its subsystems, leadership, management, decision making, leading and managing change, and corporate social responsibility and business ethics. Case studies supplement and amplify theoretical considerations.
Prerequisite: MBA 501.

MBA 518 Management and Information Technology (3)
Provides an overview of the essential role of information and its management in the modern organization. It is a survey course in the sense that it does not explore any issue in depth, but it instead provides an introduction to a variety of important issues. Understanding the crucial role of information requires an understanding of the nature of information systems (IS). While an information system need not be computer based, most modern IS applications that add value to an organization incorporate the use of technology. Hence, the discussion of IS will be framed within the context of current technology. The audience for the course is managers in an organization; the course is not designed for information technology (IT) workers. The primary focus of the course will be on how building and improving IS can create a competitive advantage for a firm, improve efficiency and ultimately add value to the firm.

MBA 519 Strategic Analysis and Integrated Decision Making (4)
This capstone course examines the design and execution of a firm’s competitive strategy. Students are organized into management teams to run the CapSim© simulation. Teams design their firm’s competitive strategy and execute that strategy through operating decisions in product development, production, research and development, pricing, marketing, human resource management, financial management, and quality initiatives. The simulation is internet-based; teams upload their decisions according to a fixed schedule, and decisions interact. Students will also be required to demonstrate specialized proficiency in their area of concentration or a selected area of interest.
Prerequisite: minimum of 24 graduate hours (including MBA 503, 504 and 509) and all undergraduate prerequisites.

MBA 536 Business Ethics and Social Responsibility (3)
Business is part of a larger social system and must interact with other elements in that system: for example, government, advocacy groups, the media, etc. This course explores these non-market interactions and concentrates especially on questions of business ethics and corporate social responsibility. Prerequisites: minimum of 24 graduate hours and all undergraduate prerequisites or MBAP 001, 002, 003, 004, and 005.

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Project Management Certificate Courses

MBA 550 Introduction to Project Management (3)
This course provides students with the basic concepts of effective project management, including planning, managing, and executing projects. The course uses a life-cycle framework that follows best practices established by the Project Management Institute. Students use Microsoft Project to accomplish PM tasks.

MBA 551 Project Risk Management (3)
This course prepares project managers to identify, classify, evaluate, and manage risks. Risk planning begins during the project initiation and continues through the life cycle of the project. The course examines the steps required for effective risk management and leverages the Project Management Institute’s best practices for mitigating risk.
Prerequisite: MBA 550

MBA 552 Project Leadership (3)
This course prepares project managers to guide teams through the successful completion of a project. The course examines a project manager’s leadership responsibilities and explores techniques for self-assessment and improvement. Situational analysis and role-playing exercises simulate the challenges of matrix management and the absence of formal authority over team members.
Prerequisite: MBA 551

MBA 555 Project Portfolios (3)
This course prepares project managers to guide multiple projects at the same time through the establishment of priorities and resource allocations. Students examine techniques and templates that assist in negotiations with stakeholders and conflict resolution in defining effective performance across a portfolio.
Prerequisite: MBA 552

MBA 558 Directed Study (3)
Students apply techniques developed throughout the program to an independent project. Emphasis is placed on the Project Management Institute’s best practices and the application of the Institute’s terminology and methodology in preparation for the Project Management Certification Exam.
Prerequisite: MBA 555

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Organizational Development Certificate Courses

MBA 560 Individual Assessment and Development (3)
Students explore their own strengths, weaknesses, biases, and assumptions in preparation for their work within organizations and with others. Students complete a thorough self-assessment and individual development plan. The course employs assessment devices, case studies, and simulation exercises.

MBA 561 Understanding Systems, Culture, and Change (3)
Using a systems perspective, students learn to diagnose an organization’s culture and its effect on operational effectiveness. Specific topics include identifying organizational norms, the effect of culture on organizational change, the relationship of culture to competitive strategy, and leveraging communications to support and/or change the culture of an organization.
Prerequisite: MBA 560

MBA 562 Consulting and Facilitation Skills (3)
Students develop effective and practical consulting, coaching, and facilitation skills through case studies and simulations. Specific topics include working with teams, the fundamentals of program management, techniques and practices of facilitation, and the management of stakeholder relationships and expectations.
Prerequisite: MBA 561.

MBA 563 Organizational Assessment and Intervention (3)
Students learn to assess organizational effectiveness relative to its objectives, to identify and evaluate critical success factors, to design an intervention, and to execute the intervention.
Prerequisite: MBA 562

MBA 564 Feedback and Integration (3)
Students learn to assess organizational and personal interventions relative to desired outcomes. To assure that the intervention creates sustainable change, students learn to integrate the intervention into the organization.
Prerequisite: MBA 563

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Logistics and Supply Chain Management Certificate Courses

MBA 583 Introduction to Logistics and Supply Chain Management (3)
This introductory course exposes students to the primary problems and objectives associated with the contracting, procurement, movement, packaging, coordination, and storage of materials and people. It deals with the planning and control of the flow of materials with the primary objectives of getting the appropriate people and materials to the right place at the right time at the lowest possible cost, and serving all participants in the supply chain in an ethical manner.

MBA 584 Logistics Information Systems (3)
Logistics information systems, a sub-field of management information systems, involve the management and use of data to achieve logistical efficiency and
effectiveness. Topics include the integration of functional areas such as procurement, inventory management, production, marketing, financial and cash management, and distribution; schedules promoting customer service; and the implementation of “pull systems” like just-in-time systems.

MBA 585 Global Transport and Distribution (3)
This course focuses on capacity development, freight consolidation, network alignment, industrial engineering, and synchronization. The course develops principles, practices, and tools to address major issues in domestic and international transportation. Students develop financial and performance indicators for transportation to minimize transportation and distribution costs.

MBA 586 Supply Operations and Warehousing (3)
This course introduces students to the fundamentals of warehousing, warehouse design, materials and handling, and warehouse operations. Topics include managing the in-bound and out-bound flows, warehouse planning and control, warehousing technology, and managing the daily warehouse operations.

MBA 587 Advanced Methods for Supply Chain Management and Modeling (3)
This course examines mathematical models and tools that support the systematic analysis of supply chain operations and the underlying design, planning, and control of the supply chain system.

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Government Contracting Certificate Courses

MBA 605 Legal Considerations in Contracting
This course focuses on legal considerations in the procurement process. Participants are introduced to the basic principles and sources of law relevant to procurement, including fiscal law. The course also addresses various other legal issues that may develop during the course of a contract, such as protests, assignment of claims, disputes, fraud, contractor debt, performance issues, and contract termination. CON 216 equivalent*

MBA 606 Intermediate Cost and Price Analysis
Intermediate Cost and Price Analysis continues to build upon the fundamental contract pricing principles covered in the Level I Contracting curriculum, Contract Pricing Reference Guide, and Department of Defense (DOD) Policy. The course is divided into three segments addressing contract pricing issues from a Pre-Award, Negotiation Preparation-Award, and Post-Award perspective. In the course, students will be introduced to quantitative techniques and tools used to quantify and facilitate decision making in determining a fair and reasonable price. Students will apply various cost analysis techniques and quantitative tools to analyze a contractor’s cost proposal and to develop a government negotiation range and objective. CON 270 equivalent*

MBA 607 Source Selection and Administration of Service Contracts
The primary focus of this course is on the acquisition of services under Federal Acquisition Regulation (FAR) Part 15 procedures, with an emphasis on performance-based acquisitions (PBA) for services, contract types, contract incentives, source selection, and contract administration. Students will learn the fundamentals of a performance-based service acquisition–from acquisition planning to contract closeout through a realistic case study. CON 280 equivalent*

MBA 608 Contract Administration and Negotiation Techniques in a Supply Environment
In this case-based course, students apply contracting concepts and techniques learned in prerequisite courses to meet customer supply requirements and resolve complex contracting issues. Special emphasis is placed on applying legal concepts, intermediate pricing concepts, and negotiation techniques. Students experience the full spectrum of contracting processes and issues by following a supply requirement through all phases of the acquisition life cycle, from acquisition planning through contract close-out. CON 290 equivalent*

MBA 609 Contracting for Decision Makers
Through realistic scenario-based learning, students work individually and in teams to practice developing sound business solutions as a valued strategic and expert business advisor. Students will learn to analyze complex contracting situations with emphasis on critical thinking, problem solving, research, and risk reduction. Student course work is designed to contribute real solutions on real acquisition problems to senior leadership and local supervisors. CON 360 equivalent*

*Courses have been evaluated and recommended by The American Council on Education and are a Defense Acquisition University equivalent course.

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Elective and Concentration Courses

MBA 508 Leadership in Organizations (3)
Any leadership position involves dealing with pressure, but there are critical times in the life of an organization and its leaders when the pressure is especially high. This course focuses on how leaders can respond to such situations in effective ways. Using historical examples, personal experiences, business simulations, a panel discussion with experienced business leaders, and a field trip to Antietam battlefield, students will learn about their own “default responses” and how they can develop their skills and options in critical situations. As the final course in the ELMBA program, students will complete a capstone project that pulls together their knowledge and experience with leadership in a business setting. 

MBA 511 Contemporary Business Law and the Legal Environment (3)
Provides an introduction to the modern issues in business law. Topics covered include: contracts; the Uniform Commercial Code; property law; debtor-creditor relationships; bankruptcy; agency; business organizations; insurance; estates and trusts; federal securities laws; and government regulation of employment and environment. Topics related to the legal environment of business such as constitutional law, administrative law, and dispute resolution are also covered.

MBA 520 Financial Statement Evaluation and Analysis (3)
A study of techniques used in analyzing and interpreting the financial statements of industrial business enterprises. Students are provided an understanding of the difficulties in resolving various financial reporting issues and of the significance and applicability of accounting data to the total business environment.
Prerequisites: MBA 503 and 509

MBA 524 Advanced Auditing (3)
A study of auditing concepts and methods, emphasizing those issues most frequently encountered by the firm and external auditors. Prerequisites: MBA 503 and previous auditing course. Typically co-listed as an undergraduate course and run on a semester-long schedule. Start and end dates may follow the undergraduate calendar.

MBA 525 Federal Taxation (3)
This course will explore all aspects of federal taxation including: individual, partnership; corporate, estate, and gift taxation; and taxation of transactions in property. Students will be exposed to tax theory, tax compliance, and research methods used in solving tax issues.

MBA 526 Advanced Studies in Taxation (3)
Advanced topics in the income taxation of business entities and individuals are examined. Additional topics such as estate and gift taxation, fiduciary taxation, tax-exempt entities, and retirement plans are also included at a basic level. Ethics, research, and tax planning will be integral throughout the course. Prerequisite: Previous course in taxation. Typically co-listed as an undergraduate course and run on a semester-long schedule. Start and end dates may follow the undergraduate calendar.
Prerequisite: MBA 525

MBA 530 Cases in Leading the Culturally Diverse Workforce (3)
The diversity of today’s workforce requires managers to create a multicultural climate in which all organization members are supported, valued, and allowed to reach their full potential. Topics covered in this class include understanding the benefits of diversity across race, gender, age, and international impact of diversity on today’s managers. Students will explore the behaviors that block organizational and individual effectiveness in a diverse workplace. Through case studies, readings, and other activities, students will explore effective strategies for problem solving in this area.
Prerequisite: MBA 516

MBA 533 Cases in Personnel and Human Resource Management (3)
Human resource management (HRM) is a central function in every organization today. The objective of this course is to provide students with sufficient background knowledge of the various HRM functions to enable them to work successfully in an HRM position and to put into practice learned information pertaining to HRM.
Prerequisite: MBA 516

MBA 534 Entrepreneurship (3)
A course in planning and development of new business ventures from the standpoint of the entrepreneur as the innovator. Topics covered include idea development, venture planning, market analysis, initial financing, startup, and related aspects of accounting, finance, and management. Acquisition of an existing business is also covered. Prerequisites: undergraduate accounting I and II, principles of microeconomics, statistics, finance, and business law or MBAP 001, 002, 003, 004, 005, and MBA 511 or undergraduate business law course.

MBA 535 Cases in Organizational Structure, Design and Culture (3)
As modern society’s most dominant institution, organizations exert a tremendous influence on our lives. To provide information that will help current and aspiring managers, the foundations and implications of organizational theory based on major research findings is explained. Organizations function as goal-seeking systems. This course examines the role of goals in organizations; examine how managers structure their organizations for effective performance; discuss the relationship between an organization and its environment; and examine transitions, dynamics, and processes common in organizations as they are redesigned and/or reengineered.
Prerequisite: MBA 516

MBA 538 Cases in Organizational Behavior (3)
Organizational behavior is the study of individuals, organizations and the way people behave in organizations. If “all of the world is a stage,” it is a stage filled with organizations. Organizations are not physical realities, nor are they people with common objectives. Instead, organizations consist of patterned activities and goal-directed behaviors. Through the lenses of leadership theory and real life experience, the class will focus on three distinctly different levels of analysis: the individual; the group; and the organization. Each level of analysis contributes unique insights to help us understand and diagnose what is happening in the world around us.
Prerequisite: MBA 516

MBA 542 Cases in Financial Markets, Institutions and Policy (3)
Investigates the history, structure, and functions of financial institutions (banks, savings and loans, credit unions, etc.) as well as central banking (the Federal Reserve System). It analyzes money, financial intermediaries, markets, and recent banking legislation.
Prerequisites: MBA 503 and MBA 509

MBA 545 Cases in Financial Management (3)
A case-oriented class that applies the principles of finance and accounting to the financial management of the firm. Computer-based models will be applied.
Prerequisites: MBA 503 and 509

MBA 566 Regulation (3)
Students in this course will be exposed to topics and assignments that will require them to (1) recognize legal problems and issues (2) gain knowledge of legal principles and (3) apply legal principles to real conflicts and legal problems. Students will be exposed to a study of fundamentals of professional responsibility and commercial law.

MBA 576 Cases in Investment Management (3)
A critical examination and analysis of the types of investments, and their relative merits, security, prices and yield, methods of investment analysis, portfolio management, and policies of institutional investors.
Prerequisite: MBA 509

MBA 577 Cases in Marketing Management (3)
A study of marketing function and strategies, including demand analysis, product planning, pricing, distribution, promotion, and market forecasts from the viewpoint of the manager. Marketing research techniques and marketing policies are examined and case studies employed.
Prerequisite: MBA 505

MBA 581 Cases in Marketing Research (3)
An analysis of techniques to approach the solution of the marketing problem. Emphasis is on research methods.
Prerequisite: MBA 505

MBA 582 Cases in Advertising and Mass Communications (3)
The advertising process is examined, considering types, strategies, methods, and objectives. Effective use of public relations, publicity, and sales promotions are considered. Case studies are used.
Prerequisite: MBA 505

MBA 583 Introduction to Logistics and Supply Chain Management (3)
This introductory course exposes students to the primary problems and objectives associated with the contracting, procurement, movement, packaging, coordination, and storage of materials and people. It deals with the planning and control of the flow of materials and information with the primary objectives of getting the appropriate people and materials to the right place at the right time at the lowest possible cost, and serving all participants in the supply chain in an ethical manner.

MBA 584 Logistics Information Systems (3)
Logistics information systems, a sub-field of management information systems, involves the management and use of data to achieve logistical efficiency and effectiveness. Topics include the integration of functional areas such as procurement, inventory management, production, marketing, financial and cash management, and distribution; schedules promoting customer service; and the implementation of “pull systems” like just-in-time systems.

MBA 585 Global Transport and Distribution (3)
This course focuses on capacity development, freight consolidation, network alignment, industrial engineering, and synchronization. The course develops principles, practices, and tools to address major issues in domestic and international transportation. Students develop financial and performance indicators for transportation to minimize transportation and distribution costs.

MBA 586 Supply Operations and Warehousing (3)
This course introduces students to the fundamentals of warehousing, warehouse design, materials and handling, and warehouse operations. Topics include managing the in-bound and out-bound flows, warehouse planning and control, warehousing technology, and managing the daily warehouse operations.

MBA 587 Advanced Methods for Supply Chain Management and Modeling (3)
This course examines mathematical models and tools that support the systematic analysis of supply chain operations and the underlying design, planning, and control of the supply chain system.

MBA 590 Cases in Leadership (3)
This seminar focuses on leadership from conceptual, relational, and behavioral perspectives in trying to understand what it is, and what factors contribute to doing it effectively. It also provides students with an opportunity to explore various aspects of their own leadership philosophy and personal experiences in organizations.
Prerequisite: MBA 516

MBA 600 Independent Study (3)
Topic varies. Requires permission from the instructor and program director.

MBA 601 Topics (3)
An exploration of a special topic related to some aspect of business. This course may be repeated for credit if it is a new topic. Prerequisite: permission of instructor

MBA 605 Legal Considerations in Contracting
This course focuses on legal considerations in the procurement process. Participants are introduced to the basic principles and sources of law relevant to procurement, including fiscal law. The course also addresses various other legal issues that may develop during the course of a contract, such as protests, assignment of claims, disputes, fraud, contractor debt, performance issues, and contract termination. CON 216 equivalent

MBA 606 Intermediate Cost and Price Analysis
Intermediate Cost and Price Analysis continues to build upon the fundamental contract pricing principles covered in the Level I Contracting curriculum, Contract Pricing Reference Guide, and Department of Defense (DOD) Policy. The course is divided into three segments addressing contract pricing issues from a Pre-Award, Negotiation Preparation-Award, and Post-Award perspective. In the course students will be introduced to quantitative techniques and tools used to quantify and facilitate decision making in determining a fair and reasonable price. Students will apply various cost analysis techniques and quantitative tools to analyze a contractor’s cost proposal and to develop a government negotiation range and objective. The course is designed to prepare students for follow on Defense Acquisition Workforce Improvement Act (DAWIA) Level II certification courses, serve as a gateway into more advanced targeted contract pricing courses, and give the students some practical tools in pricing government contracts. The ultimate objective of the course is to help students become better business advisors in developing contract arrangements that are in the best interest of the government. CON 270 equivalent.
Prerequisites: MBA 605 or MBA 511

MBA 607 Source Selection and Administration of Service Contracts
This course builds on the foundation established through the Level I curriculum and the course prerequisites. The primary focus is on the acquisition of services under Federal Acquisition Regulation (FAR) Part 15 procedures, with an emphasis on performance-based acquisitions (PBA) for services, contract types, contract incentives, source selection, and contract administration. Students will learn the fundamentals of a performance based service acquisition–from acquisition planning to contract closeout through a realistic case study. The course takes students through the solicitation process and detailed source selection procedures using the recently released DOD Source Selection Guide. Students will prepare contractual documents, and develop and deliver high-level source selection briefings with recommendations for contract award. CON 280 equivalent.
Prerequisites: MBA 605 or 511, MBA 606, and MBA 607

MBA 608 Contract Administration and Negotiation Techniques in a Supply Environment
In this case-based course, students apply Contracting concepts and techniques learned in prerequisite courses to meet customer supply requirements and resolve complex Contracting issues. Special emphasis is placed on applying legal concepts, intermediate pricing concepts, and negotiation techniques. Students experience the full spectrum of Contracting processes and issues by following a supply requirement through all phases of the acquisition life cycle, from acquisition planning through contract close-out. Research, analysis, and communication skills are honed through development and presentation of a critical thinking project requiring in-depth focus on one area of Contracting. Negotiation skills are sharpened through active student participation in two simulated contract negotiations. CON 290 equivalent.
Prerequisites: MBA 605 or MBA 511, 606, and 607

MBA 609 Contracting for Decision Makers
Through realistic scenario-based learning, students work individually and in teams to practice developing sound business solutions as a valued strategic and expert business advisor. Students will learn to analyze complex contracting situations with emphasis on critical thinking, problem solving, research, and risk reduction. Student course work is designed to contribute real solutions on real acquisition problems to senior leadership and local supervisors. CON 360 equivalent.
Prerequisites: MBA 605 or MBA 511, 606, 607, and 608

MBA 620 Internship
For students who do not have full time professional work experience, an internship combines practical work experience with an academic research component. A student wishing to complete an internship must fill out a Learning Agreement form, receive approval from the Career Center and the program director, and have a faculty sponsor in the School of Business.

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Mini-Courses

MBAP001/002 Accounting I and II Mini-Courses (0)
Two courses designed as preparation for MBA 503 Financial Reporting and Control and MBA 509 Financial Analysis. These courses present an in-depth study of some of the basic financial and managerial accounting uses and techniques. The focus will be on how to begin to utilize accounting data and information when making business decisions. (It is important to make the distinction between the user vs. the preparer approach.) Coursework will consist of studying the accounting cycle, income statement, statement of owner’s equity, balance sheet, statement of cash flows, financial statement analysis, and ratio analysis.

MBAP003 Microeconomics Mini-Course (0)
A course designed as preparation for MBA 504 Global Business and Economics. This course serves as an introduction to microeconomic theory. Topics include demand theory, production and cost theory, market structure, price determination, and profit strategies. Macroeconomic topics are also included.

MBAP004 Statistics Mini-Course (0)
A course designed as preparation for MBA 506 Quantitative and Statistical Methods for Managers. This course serves as an introduction to modern statistical techniques and includes a survey of important probability distributions, the study of measures of location and dispersion, and the application of appropriate tests for decision making. Emphasis will be placed on developing sound approaches and procedures to solve statistical problems. In addition, producing correct interpretation of results and clear reporting of analysis are of primary importance. Understanding the concepts and procedures developed and applying and interpreting them correctly are the primary goals of the course. Theoretical analysis will be kept to a minimum; however, understanding of techniques will be emphasized. It will be assumed that the student can perform basic algebraic calculations.

MBAP005 Finance Mini-Course (0)
A course designed as preparation for MBA 509 Financial Analysis. This course will cover basic topics of an introductory nature to financial management including alternative forms of business organization, business ethics, financial statement analysis, financial markets, interest rate construction, time value of money, basic federal income taxes, common stock and investment banking, and longterm debt. Basic case study analysis and group decision-making activities will be planned.

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