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Management and Leadership Course Descriptionsnext

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FNS 627 Principles of Healthcare Finance

This course will provide healthcare leaders with the critical financial interpretation skills needed to analyze and understand financial performance within their organization, as well as the impact of both clinical and managerial decisions.  Topics covered include: an overview of financial statements, interpretation of financial data to evaluate performance, financial vocabulary and concepts, budgetary concepts, business planning, project analysis, the use of metrics to drive performance and basic concepts of waste reduction and process improvement.   This course will also apply technology tools in financial analysis, examine the effect of technology and ethics on healthcare financial functions, and analyze the history of healthcare reimbursement.  Four credit hours. Offered as needed.

MBA 533 Financial Accounting

This course surveys the principles of accounting with emphasis on accounting vocabulary and preparation and analysis of the four primary financial statements.  Topics covered include the use of accounting as a communication tool, the accounting cycle, current assets, long-term assets, current liabilities, long-term liabilities, and stockholders' equity.  The impact of FASB and SEC rulings will be examined for their impact on corporate issues of ethics and accounting change. Four credit hours. Offered as needed.

MBA 534 Business Statistics for Decision Making  

This course provides the basis for building decision models reflecting strategic business decision making. Various statistical methods will be analyzed that are crucial to various areas of business behavior. These include: data summarization, probability theory, statistical decision analysis, sampling and hypothesis testing, simple linear regression, and multiple linear regression. Four credit hours. Offered as needed.

MBA 635 Organizational Development and Transformation

This course investigates organizational behavior and transformation in today’s businesses, examining individual, team, and organizational behaviors and processes. Specifically, this course focuses on, but is not limited to, an examination of behavior and values, motivation, learning, decision making and creativity, conflict resolution, high performance teams, organizational design, organizational culture, and organizational change. This course will develop a people- intensive theme and emphasize this approach as a primary source of competitive advantage in business today. Four credit hours. Offered as needed.

MBA 636 Strategic Human Resource Management

This course examines how managers may effectively implement the people-intensive strategies that are rapidly becoming a primary source of competitive advantage. Students will examine the ways in which successful organizations align human resource strategy within business strategy. Topics include a review of the legal environment of human resources, personnel planning, staffing and development, reward systems, and industrial relations.  All topics will be examined in the context of developing and implementing the overall strategic management of the organization. Four credit hours. Offered as needed.

MBA 662 Finance for Managers   

This course develops the theoretical and practical application of financial management principles with emphasis on financial analysis, communication, and decision making. Students will investigate the use of financial analysis as a problem solving tool through risk, return, and valuation applications. Additional topics include working capital management, capital budgeting, cost of capital, capital structure, and long-term financing strategies. Four credit hours. Offered as needed.

MBA 663 Marketing in an E-World

This course describes the ways in which the marketing function is integrated into the strategic goals and objectives of the organization. Students will focus on identifying customer needs and wants in an ever-changing, diverse, and global consumer population, creating value for the customer, and developing customer satisfaction and loyalty to sustain brand equity. Central concepts include consumer behavior, target markets and segmentation, customization and customerization, pricing, product/service promotion, digital technologies, marketing in an e- world, using the Internet, e-mail, and Customer Relationship Management programs. Students will apply course content by formulating a comprehensive strategic marketing plan. Four credit hours. Offered as needed.

MBA 664 Economics for Global Business

This course surveys micro- and macroeconomic principles with an emphasis on strategic applications.  Microeconomic topics include scarcity, economic systems, supply and demand, production and cost structure, profit maximization, labor markets, and income inequality. Macroeconomic topics include national income accounting, production, the monetary system, aggregate demand and supply, inflation, fiscal policy, monetary policy, and international trade. Introductory work includes principles of scarcity and choice, production possibilities theory, supply and demand, and intervention markets. Four credit hours. Offered as needed.

MBA 665 Accounting for Planning and Control

This course is a study of accounting concepts used by managers for planning and control.  Cost concepts include terminology, classification, behavior and cost allocation.  Additional topics include cost-volume-profit analysis, process costing, job costing, activity based management, budgeting and variance analysis, relevant information, pricing decisions, inventory management and capital budgeting. Four credit hours. Offered as needed.

MBA 667 Global Business

This course examines the diverse methods an organization uses to establish and maintain a profitable international enterprise. Students will analyze international government and legal issues, the impact of various cultures and belief systems, international economic issues, international trade theories, diplomacy, and negotiation, as well as the operational activities of the foreign exchange and capital markets. Through carefully selected comprehensive case studies and integrated text material, this course bridges both the internationalization process necessary to achieve a global market base, and multi-national management strategies employed to successfully retain a competitive advantage. Four credit hours. Offered as needed.

MBA 668 Strategic Planning and Leadership

This course is the first in a two course integrative capstone experience that will develop strategic leadership skills. Emphasis is placed on creating and sustaining competitive advantage within a dynamic environment. Topics include the integral role an organization’s competencies and value chain play in developing and executing strategic plans.  The macro-environment will be analyzed to determine its impact on creating a sustainable competitive advantage in a global environment. The major methods of developing leadership skills in strategic management will be analyzed through case studies involving research, in-depth analysis, and discussion of both successful and less successful companies.  The final case prepares each group for their Capstone experience, applying course material to the various strategic planning stages. Four credit hours. Offered as needed.

MBA 675 Integrative Project: Analysis and Synthesis

This course is a final capstone experience and is intended to provide a complete integration and application of previous course work in the MBA course sequence. Students will first create, evaluate, and present a business concept and a feasibility plan.  The final comprehensive project includes an extensive analysis of a new business concept and its synthesis into a formal written business plan. This final project will be presented and defended during the last class sessions. Four credit hours. Offered as needed.

MGT 510 Management and Leadership 

This course focuses on the study of management and leadership in today’s organizations. Students will compare management and leadership, analyzing the differences, examining the relationships, and exploring common misconceptions about these two terms.  The course will discuss managing as dealing with complexity and leading as dealing with change.  Course activities include a personal self-assessment, as well as an in-depth review of management and leadership history, theories, practices, competencies, and relationships.  Students will also evaluate personal readiness for online or on-ground graduate study. Four credit hours. Offered as needed.

MGT 610 Issues in Healthcare Management

This course examines and analyzes a set of complex healthcare delivery issues that currently challenge the managers and leaders of healthcare organizations.  Students will examine and develop the leadership skills and knowledge required to keep up with the ever-changing healthcare environment; improve performance in the areas of quality, cost, and patient experience; and foster innovation and effective change. During this course, student teams will investigate potential topics for their Capstone Project. Four credit hours. Offered as needed.

MOL 522 Organizational Development and Behavior 

This course examines the broad range of behavioral science theory that describes organizational culture in today’s organizations. Focusing on the role that organizational culture plays in building successful organizations, it examines various structures, designs, and models, as well as the role of ethical and values-based leadership. The importance of social skills, managerial intelligence, conflict resolution, and negotiation is discussed, and students will analyze organizations relative to internal political systems. Four credit hours. Offered as needed.

MOL 525 Finance for Leaders

This course provides the leader with the critical financial interpretation skills needed to understand the impact of financial performance within their organization, as well as the impact of their decisions.  Topics covered include: an overview of financial statements, financial vocabulary and concepts, budgetary concepts, project analysis, and the financial assessment of the organization.  This course will also apply technology tools in financial analysis, examine the effect of technology and ethics on the financial functions within an organization, and enable students to communicate more effectively with their financial counterparts. Four credit hours. Offered as needed.

MOL 623 Systems Thinking and the Learning Organization 

This course examines systems thinking and complexity theory as they relate to the concept of a learning organization. Through the lens of systems thinking, students will focus on a study of organizational complexity, problems, and conflicts. The course will articulate the principles, applications, and practices of a learning organization and its competitive advantage in a dynamic, changing, global context. It will discuss the role leadership plays in an organization understanding itself and interacting in a certain environment. Four credit hours. Offered as needed.

MOL 624 Leadership Interactions: Teams, Coaches, & Mentors

This course examines the ways in which a leader influences the behavior of groups and individuals. Concentrating on the traits and behaviors of high performance teams, the course first focuses on team dynamics, exploring the reasons why teams execute better, learn faster, implement change more readily, and deliver quality products faster.   Students will evaluate team leadership strategies for empowering and involving others, as well as models for transforming an organization into a team-based culture.  Next, the course examines a leader’s coaching and mentoring roles, including training and performance enhancement strategies. Students will develop strategies for improving individual and group performance. Four credit hours. Offered as needed.

MOL 626 Problem Solving and Decision Making

This course explores various contemporary theories and practices for effective decision making in organizations, relying heavily on the use of case study methodology. Various models and frameworks for analyzing problems are examined in depth; significant focus is placed on the functions of the decision-making model, the role of values in decision making, and the techniques of creative and innovative problem solving.   Course work will include individual and group case studies, research of historical and current theories, and application of course concepts to workplace situations. Four credit hours. Offered as needed.

MOL 627 Diversity and Multi-Culturalism

This course is designed to help students relate leadership concepts and skills to domestic issues of diversity and international cultural issues.  The course will examine how organizations function with a diverse workforce and in a variety of international cultures. Course readings and activities explore the role of culture, values, ethics, and diverse legal/regulatory systems in shaping domestic and international management practices. The role of ethics, technology, and communication in cross-cultural interactions is examined in depth. Four credit hours. Offered as needed.

MOL 628 Leading Change and Transformation 

This course presents the major theories, models, and best practices related to leading change and transformation, including the purpose and focus of change.  Topics include the contexts of change and transformation, organizational design and change, planning for change, and the impact of change of the formal structures, systems, and culture of organizations. The leader as change agent is emphasized, as well as strategies and techniques for leading effective change.  Management and leadership best practices are reviewed, as well as the technology of change. Four credit hours. Offered as needed.

MOL 629 Leadership in an E-World

This course provides an in-depth look at how technology tools and the Internet are impacting the way organizations and individuals lead, communicate, collaborate, share knowledge, and build ever-expanding communities of learning. Course activities focus on the global and ethical questions posed by today’s e-world, as well as management best practices that foster effective use of technology. The course also addresses the issues of leading organizations through the process of change as new technologies are implemented and people strive to adapt. Four credit hours. Offered as needed.

MOL 630 Organizational Leadership Capstone

This course concludes an extensive, long-term inquiry and formal study that integrates key learning components into an Individual Leadership Portfolio, a comprehensive case study, a final paper, and a group oral presentation.  The group project is conducted under the guidance of ALP faculty, is formally reviewed half way through the program, and is presented to the cohort as part of this course. Groups choose a specific leadership issue, research its development nationally and locally, and present a formal symposium to the class. Individuals assess their personal development as leaders, select areas for supplemental research, and develop a continuous learning plan. Four credit hours. Offered as needed.

 MOL 631 Capstone in Integrated Healthcare Delivery

This course concludes an extensive, long-term inquiry and formal study that synthesizes and demonstrates mastery of theories, best practices, and models from all courses into an Individual Leadership Portfolio, an in-depth case study, and a comprehensive team Capstone Project.  During MGT 610 Issues in Healthcare Management, cross-disciplinary student teams select one healthcare issue on which to conduct a dynamic, global, and problem-based investigation which results in a Capstone Project and presentation; over the remaining courses in the program sequence that topic will provide the basis for team research, analysis, synthesis, and problem-solving. Individuals asses their personal development as leaders, select areas for supplemental research, and develop a continuous learning plan. Prerequisites: Previous sequence of MOL courses. Four credit hours. Offered as needed.

Independent Study and Field Experience

Graduate students may enhance their degrees with an Independent Study or Field Experience. An Independent Study is the student’s self-directed pursuit of academic expertise in collaboration with a faculty mentor and requires a rigorous search into a specified body of knowledge.  Field Experience is defined as work experience that is related to a student’s major program of study and provides not only academic credit, but also practical skills and preparedness for future employment. Graduate students must maintain a 3.0 cumulative grade point average to engage in either the Independent Study or Field Experience opportunity. Four credit hours. Offered as needed.