Wilkes University

MBA Courses

Courses offered in the MBA program are listed below.

MBA 501. FOUNDATIONS OF STATISTICS (1 credit)
This course introduces the foundation of probability and statistics used in management and covers the basics of data analysis and display, descriptive measures. In addition, this course is designed to teach the basic and advanced features and functions of Excel, including summative, descriptive and reporting techniques.

MBA 504. FOUNDATIONS OF FINANCE (1 credit)
This course surveys the fundamental financial concepts and principles including the role of the financial manager, valuation models, basic risk and return concepts, and the time value of money.

MBA 506.FOUNDATIONS OF ACCOUNTING (1 credit)
This course provides a background in both the concepts and practice of accounting that assist management in the decision-making process. In addition, the course will include general coverage about the accounting cycle, financial statements, and a base in managerial accounting.

MBA 512. MANAGERIAL STATISTICS
This course describes how to use a collection of quantitative techniques to analyze data and introduces students to basic concepts in probability and statistics relevant to managerial decision making. ​After understanding how to use Microsoft Excel to formulate, analyze and solve general business problems, students focus on how to construct and use spreadsheet models based on topics from statistics​. ​ ​Topics include probability distributions, sampling, estimation and testing, regression and correlation, and time series and forecasting. Course activities may include case analyses, research, application of advanced techniques, and/or utilization of various information technologies. ​Prerequisite: MBA 501

MBA 520. MARKETING MANAGEMENT
This course presents a strategic foundation for marketing decision-making. It seeks to develop students' understanding and implementation of key marketing strategies such as internal and external environmental analysis, product targeting and positioning, branding, pricing, distribution, and promotion. Emphasis is placed on written and verbal communications skill development.

MBA 550: ORGANIZATIONAL BEHAVIOR
Organizations function in a dynamic, complex environment that must balance resource utilization with organizational and societal relevance. This course considers both internal (closed) systems and external (open) systems. This course will review internal systems such as structure, human capital, management, operating policies, employee ethics, and fiscal responsibility as well as external capacities such as industry functionality and compliance, governmental standards and reporting, competitive considerations, technology, market functionality and new media, and strategic response mechanisms.

MBA 532. MANAGERIAL ECONOMICS
This course emphasizes managerial decision-making. The objective is to acquaint the student with the economic theory that underlies business analysis and decision-making. The course provides a comprehensive analysis of problems of the firm and how to solve them. The topics explored include an analysis of supply and demand functions, production and costs, price and output determination in markets of various types, as well as decision-making under conditions of short as well as long run. The course will deal with the application of economic theory to business practice. Prerequisite: MBA 550.

MBA 540. FINANCIAL MANAGEMENT
A survey of the tools and techniques currently employed by financial decision makers when evaluating organizational performance and developing future courses of action. Emphasis will be placed upon working capital management and capital budgeting techniques. Prerequisite: MBA 504.

MBA 560. FINANCIAL AND MANAGERIAL ACCOUNTING
A basic understanding of both internal and external accounting principles and techniques with appropriate application to decision models. Financial and managerial accounting concepts and issues are considered from the viewpoint of the report users. Prerequisite: MBA 506.

LDR 500. LEADERSHIP PERSPECTIVES and PRACTICES
This course lays a solid foundation for students to understand leadership, and enhances their readiness and motivation to lead and follow in ways that advance business. It introduces students to a wide range of issues and debates in Leadership Studies that helps them conceptualize leadership broadly. The course aims to broaden students' perspectives by requiring them to read and critique classic and contemporary theories and models that have dominated Leadership Studies in the last one hundred years. The course also introduces students to core leading tasks in business organizations and firms. It engages students in analyzing the characteristics and dynamics of leadership in executive, sub-system, and group contexts.

MBA 580. SOCIAL, LEGAL, and ETHICAL CONCEPTS
This course provides students with an overview of the legal, social and ethical environment of conducting business. Students will analyze ways in which businesses interact with all stakeholders (customers, shareholders, employees), government, and society to make decisions and the impact of those decision. The course uses current business issues to provide students with the opportunity to think and write critically about the current environment while also recognizing future trends. Prerequisite: MBA 550.

MBA 591. STRATEGIC MANAGEMENT AND POLICY
The capstone course integrates a business approach to strategic decision-making which encompasses the business functions of marketing, production, finance, and human resource management. The course will facilitate both conceptual and experiential integration of functional concepts and techniques from the core courses as well as enhance the written and oral communication skills of students.
Prerequisites: MBA 512, MBA 540, LDR 500, MBA 560, and MBA 580.

LDR 555. LEADING ORGANIZATIONAL CHANGE
We live and conduct business in a rapidly changing world yet it is human nature to resist change. The overwhelming majority of major organizational change initiatives fail. The purpose of the course is to offer an in-depth analysis of organizational change and how to successfully lead major change initiatives. Specifically, the course will focus on: the dynamic and complex nature of change across a variety of contexts with an emphasis on organizational change; several current and relevant leadership and change theories and approaches diagnosing organizational readiness and applying effective leadership strategies to implement change. Prerequisite: LDR 500.

LDR 556. LEADERSHIP PRACTICE: VISION, AWARENESS, and SYSTEM (1 Credit)
This leadership practice course provides students the opportunity to experiment leadership in one of the core areas of the organization. By using the classroom as a leadership laboratory, students imagine an organizational system and deal with adaptive challenges that require envisioning and intervention. Prerequisite: LDR 500.

LDR 557. LEADERSHIP PRACTICE: RELATIONSHIPS, CRISIS, and CONFLICTS (1 Credit)
This leadership practice course provides students the opportunity to experiment building relationships and effectively deal with organizational phenomena that adversely affect engagement and performance. By using the classroom as a leadership laboratory, students imagine an organizational system, implement interventions that build relationships, deal with conflicts, and address organizational non-engagement/disengagement. In addition, the course will focus on assessing on-going and predictable organizational threats, planning for crisis, and successfully leading an organization through crisis. Prerequisite: LDR 500.

LDR 558. LEADERSHIP PRACTICE: RELATIONSHIPS, GROUP DYNAMICS (1 Credit)
This leadership practice course provides students the opportunity to practice leadership in small group contexts. By using the classroom as a leadership laboratory, students imagine an organizational system and engage in group relations and leading. Prerequisite: LDR 500.

LDR 560. BUILDING LEADING CAPACITY
Leadership is a learning process. The capacity to lead and collaborate with leaders requires continuous skills development. This requires organizations to create and develop their capacity to train their employees, managers, and executives for better leading and following capability. This course provides learning experiences in which students acquire knowledge and skills necessary to formulate and conduct leader development programs. It introduces students to diverse approaches, methods and tools that are proven to be effective in various organizations. It also engages students in various leader development experimentations throughout the course. Prerequisite: LDR 500.

LDR 580. LEADERSHIP ETHICS
The purpose of the course is to examine ethical leadership using an interdisciplinary approach. The value for, and central tenants of, ethical leadership will be reviewed across a variety of business and not for profit contexts. Specifically, the course will focus on three central topics: (1) ethical and character related behavior; (2) an examination of values-based leadership theories and approaches; and (3) creating an ethical organizational climate. Prerequisite: LDR 500.

LDR 591. APPLIED LEADERSHIP REFLECTION and PLANNING (1 credit)
The purpose of the course is to utilize all learning products/projects from other leadership courses (stored in an e-portfolio) for the purpose of reviewing the assignments in combination with other leadership assessments to perform a strengths profile and gap analysis. Prerequisite: LDR 500.

MBA 510. PROJECT MANAGEMENT
The use of projects and project management is increasingly relevant in business. Businesses regularly are challenged to accomplish unique outcomes with limited resources under critical time constraints. As a result, there is need for managers to increase proficiency with the process of planning and controlling a project, which entails the application of insights and skills to the definition, scheduling, and monitoring of activities in order to meet or exceed stakeholder expectations from a project. This course develops a foundation of concepts and solutions that supports the planning, scheduling, controlling, resource allocation, and performance measurement activities required for successful completion of a project. Prerequisite: MBA 501.

MBA 513. GLOBAL OPERATIONS MANAGEMENT
Operations Management involves the responsibility of ensuring that business operations are efficient in terms of using as little resource as needed, and effective in terms of meeting customer requirements. Throughout the semester, we will incorporate global perspectives in operations management - specifically, the comparative position of U.S. manufacturing and service firms against global competition. The focus is on covering those aspects of operations management that can help firms become more competitive globally. The aim of the course is to provide the managers with an understanding of the production of goods and services in an international environment through a review and critique of current literature. Prerequisites: MBA 512 and MBA 550.

MBA 516. SUPPLY CHAIN MANAGEMENT
This is course provides an overview of key supply chain management processes, concepts, and methodologies. Topics include, but not limited to, principles of supply chain management, factors affecting global supply chain decisions, facility location methods, logistics and transportation issues, demand forecasting, the strategic role of information technology in supply chains, and the use of third-party logistics providers. Prerequisite: MBA 512.

MBA 526. GLOBAL eBUSINESS
This course provides students with solid experience in creating market data-driven e-business strategies for the future success of a global business. The course examines an application of statistical and information analysis to marketing decisions in (international business related) electronic environments. At the end of the course, the students will be expected to: (1) appreciate the need for Global E-business for business success internationally, (2) understand basic concepts of E-Business and E-Commerce, (3) develop suitable business strategies and critical decision making for E-Marketing, (4) understand how to make an E-marketing initiative as an integral part of the business through research in digital and social media based companies, and (5) develop an ability to use and apply electronic business analytics, methods, and tools to make effective marketing decisions in a simulated environment across different cultures and countries. Course activities will likely include case studies, term projects, etc. Prerequisite: MBA 520.

MBA 536. INTERNATIONAL BUSINESS
This course​ is designed to acquaint students with the practical principles and methods of international business practices. Subjects covered include the development and management of exports and imports, the functions and forms of the global monetary system, tariffs protection against foreign competition and how tariffs encourage other countries to retaliate with their own tariffs, as well as effects of economic, political, social, cultural, and legal systems on international business managers. Also, explored direct foreign investments; foreign exchange management; world trade organization; direct foreign investments; international trade logistics; and Protection. Prerequisite: MBA 550.

MBA 537. GLOBAL BUSINESS EXPERIENCE
This course is a combination of readings, research, and direct experience. The course provides an overview of a Western European Society. A ten-day field trip in Western Europe is a major learning experience of the course. Site visits are made in a number of cities in European countries. Site visits include Cities, Regions, and Business and travel centers. Arrangements for travel are made during the summer and fall, and travel in the spring. The purpose of the course is to create a global learning experience using Western Europe as a medium to facilitate the student's understanding of the global business environment.

MBA 546. TOPICS IN FINANCE
This course will address select advanced topics in finance. Topics include, but are not limited to, financial markets and institutions, the theories and strategies of derivatives, organizational risk management and insurance, and financial modeling. Prerequisite: MBA 540

MBA 555. HUMAN RESOURCES LAW AND COMPENSATION
This course offers a survey of the legal and financial environment of human resources. Students will learn to analyze the impact that statutory, administrative, and case law have upon human resource management. Design, management, and administration of compensation methods, as well as recent developments in benefits packages, are covered. Prerequisite: MBA 550.

MBA 556. CORPORATE CITIZENSHIP
This course presents an introduction and overview of corporate citizenship. This 3-credit course addresses how today's businesses and corporations approach philanthropy, corporate social responsibility, ethics, environmental sustainability, and community and society interactions while maintaining profitability and a strong stakeholder approach. For legal and tax considerations, the course will have a US-centric view, however, global considerations and other models will be reviewed. Prerequisite: MBA 550.

MBA 566. TOPICS IN ACCOUNTING
This course will address select advanced topics in accounting. Topics include corporate financial reporting, financial and tax planning, accounting policies and practices, advanced management accounting, and other current issues. Prerequisite: MBA 560.

MBA 577. TOPICS IN HEALTHCARE MANAGEMENT
This course will address select topics in healthcare management. The purpose of the course is to provide the student a deeper understanding of how applying managerial techniques can improve the delivery of high-quality healthcare. Topics may include (but are not limited to) health law, epidemiology, marketing, finance, comparative health care systems and public policy. Course assignments may include case studies, research and field interviews of acknowledged experts in the field. Prerequisite: MBA 501

MBA 585. CORPORATE ENTREPRENEURSHIP
This course presents an exploration of corporate entrepreneurship in its many forms and manifestations. In addition to entrepreneurship, the course will deal with innovation, venturing, and new product development. Topics will include processes, management practices, organizational culture, and opportunities within a corporate environment. Prerequisite: MBA 550.

MBA 586: NONPROFIT MANAGEMENT
This course presents an introduction and overview of nonprofit management. For legal and tax considerations, the course will have a US-centric view, however, global considerations and other models will be reviewed. Nonprofit organizations constitute a major emphasis in the US economic and social landscapes. Prerequisite: MBA 550.

MBA 592. ADVANCED PROJECTS IN BUSINESS
This course requires that the student perform advanced research and writing, while developing and honing their professional skills. Topics must be approved by the instructor in advance and research must be based upon (a) Independent Study; (b) Internship/Consulting; (c) Community Service; or (d) Mentorship. It is expected that papers and other course products will meet the quality standards for publication by the Jay S. Sidhu School of Business and Leadership.
Prerequisite: MBA 512.

MBA 595.596. INDEPENDENT RESEARCH
Independent study and research for advanced students in the field of the major under the direction of a staff member. Prerequisites: MBA 501 and MBA 550.

MBA 598. TOPICS
Special topics in a major field. This course will be offered from time to time as interest and demand justify it. Prerequisite: MBA 501


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