ACC 5150  Financial Accounting  3 s.h.   Fundamental principles of external reporting emphasizing the accounting concepts, procedures, and standards that guide the preparation, interpretation and reporting of financial accounting information.

ACC 5250  Managerial Accounting for Decision Making  3 s.h. Prerequisite: CIS 5580 & ACC 5150 or two semesters of undergraduate accounting   The development and use of accounting information used to make improved managerial decisions in the areas of planning, controlling, and performance evaluation.  Emphasis is placed on analyzing cost management systems and improving organizational performance in order to enhance the administrative and leadership functions.

ACC 5530  Financial Statement Analysis  3 s.h. Prerequisite: ACC 5250   This course focuses on the analysis of externally reported financial statements for any organization with financial resources.  Topics included analysis of profitability, dividend policy, long and short-term debt payment ability and cash flow.

ACC 5550  Accounting Information Systems Design  3 s.h. Prerequisite: ACC 5250   The course focuses on the applicable skills in the design and implementation of an effective accounting information system.  Emphasis will be placed on the role accountants play as designer, user, and evaluator of information systems.  Topics include accounting information technologies, with special emphasis on ethics, fraud and business environment, enterprise resource planning systems, resource events agents approach, electronic commerce, and new internal control techniques such as CORBIT, as well as system design and documentation techniques.

ACC 5700  International Accounting  2 s.h. Prerequisite: ACC 5250 or permission of instructor   A study of accounting and taxation in an international environment.  Topics include accounting and taxation issues of transactions denominated in a foreign currency, translation/remeasurement issues, accounting for forward exchange contracts, management planning, control and performance evaluation of a foreign nation-state and international accounting standards will be conducted.

ACC 6300  Advanced Management Accounting  3 s.h. Prerequisite: ACC 5250   This course focuses on advanced managerial accounting topics such as cost-based management techniques including activity-based costing, target costing, and life cycle costing.  Other topics include decentralization, incentive compensation systems, and financial and non-financial measures of performance, including balanced scorecard, ROI, and economic value added.

ACC 6500  Contemporary Issues in Cost Management  3 s.h.  Prerequisites: ACC 5250 & ACC 6300 This course will explore current issues in management accounting practice and theory. Topics will include activity-based management techniques, performance motivation and evaluation issues, and cost of quality.

BL 6040  Legal Issues in Business  2 s.h. An examination of the nature of the legal environment and issues that confront business managers.  Emphasis is given to the operation of our legal system including international aspects, and its underlying issues as it relates to the decision functions of management.  Topics include the adjudicatory process, antitrust, contract law, entity selection issues and other contemporary issues.

BL 6260  International Legal Environment  3 s.h.   Introduction to the legal environment in which a multinational enterprise must operate.  The course will explore private versus public international customary practices, treaties including NAFTA, GATT (WTO), APEC, and Maastricht, the international dimensions of litigation, CISG issues, documentary letters of credit and various trade actions and regulations. The regulation of import-export activities including competition issues and unfair trade issues will be analyzed from the perspective of strategic planning concepts with regard to international activities and linkages.

BR 5170  Quantitative Methods for Ledership Roles (3 s.h.) Prerequisites:  Waived by examination only   Introduction to the pragmatic uses of statistical methods in business. Emphasis on statistical analysis, statistical software, interpretation of data from printouts, and quantitative/qualitative approaches to business research.

BR 6450  Addressing Business Problems with Research (3 s.h.)                  (MBA – must be taken semester before MGT 6950) Prerequisites:    Completion of BR 5170, waived by examination only   This course introduces the MBA student to research processes and applications in business. Both qualitative and quantitative methods are studied. Students will gain experience designing and conducting research and in interpreting research findings.

IMPORTANT NOTE TO STUDENTS: A statistics competency examination will be given at the first class meeting; a passing score will be required of all students in order to remain enrolled in the BR 6450 class.

BR 6490  Qualitative Research Methods (2 s.h.)    An introduction to qualitative methodology in research on managerial leadership. Includes historical, biographical, longitudinal, case study, explicative and critical, and field research methods, as distinct from but complementary to and sometimes including quantitative research.

BR 6830  Marketing Research Applications (3 s.h.) Prerequisites:  BR 5170, waived by examination only          The practice of Marketing Research at the graduate level. Including the conceptualization and identification of audiences/segments. Message and delivery method development and testing.

CIS 5580  Information Systems for Managers  2-3 s.h. A generic approach to information systems providing a comprehensive conceptual foundation through the study of the psychological and sociological aspects of information systems, decision-making and the value of information, and the Systems Life Cycle, and office automation technology.   Course will be taken for 2 semester hours if the student is assessed to be computer literate; otherwise, course should be taken for 3 semester hours.

CIS 6250  Advanced Database Concepts  3 s.h. Prerequisite: MGT 6300   Active databases provide businesses with the opportunity to integrate data storage with business rules. Students will explore the concepts of active databases using both the relational and the object oriented database model. Justification for the OO model will be introduced through an explanation of the shortcomings of the relational database model. Issues involved in transaction processing will also be discussed.

CIS 6400  Data Communications and Networking  2 s.h. Prerequisite: CIS 5580 or CIS/CS Bachelor's degree, and MGT 6300   This course develops a managerial level of technical knowledge and terminology for data, voice, image, and video communications and computer networks to effectively communicate with technical, operational, and management people in telecommunications.  The course will investigate the concepts, models, architectures, protocols, standards, and security for the design, implementation, and management of digital networks.

CIS 6640  e-Business & e-Commerce in the Enterprise  3 s.h. Prerequisite: MGT 6300 and MKT 5790   This course provides a detailed review and investigation of establishing, developing, and managing Web strategy in the e-Commerce and e-Business arena.  A study of the critical elements essential to successful Web site implementation and management.  Will apply the systems approach to examine some of the radically new business models emerging from Web based businesses.

CIS 6840  Re-designing the Enterprise for e-Business  2 s.h. Prequisite: CIS 6640   This course will investigate and apply Business Process Re-designing (BPR) concepts and methods at both the enterprise and supply chain level to take advantage of Internet connectivity.  Will apply BPR software to develop and implement new business models to effect the change.

CIS 6890  Managing Enterprise Information Systems  3 s.h. Prerequisites:    CIS 5580 or CIS undergrad degree, MGT 6300 & BL 6040                         This is a capstone course, all required ITM courses must be completed    This course explores Information Systems (IS) role in transforming organizations and industries. Emphasizes the integrative role of Information Systems and Resources. Three areas of integration will be addressed; integrating the enterprise, integrating the IS function, and integrating IS technologies. The scope of this course will address both the internal and external IS needs of the organization.

CJ 5010  Criminal Justice Organization & Administration  3 s.h.

CJ 5100  Legal and Ethical Issues in Criminal Justice Administration  2 s.h.   An examination of the nature of the legal environment and issues that confront managers and administrators in a criminal justice agency.  The course will examine the underlying legal process and issues as related to the decision functions of managers and administrators.  Topics include the adjudicatory process (civil, administrative, and criminal), contract law, and other contemporary issues.  Emphasis is given to the operation of our legal system, including an examination of employment problems including discrimination, administrative agencies, civil liability, and vicarious liability issues.  The course will also emphasize the ethical administration and application of authority to both internal and external entities.

CJ 5200  Labor Law Issues in Criminal Justice Management  2 s.h.   This course will examine various labor law issues as they relate to law enforcement/criminal justice management.  The course will focus on public sector labor relations, specifically the Public Employment Relations Act (PERA), with some historical references to general labor laws on a national level, i.e., National Labor Relations Act.  The course will also include applicable arbitration decisions.

CJ 5300  Advanced Criminal Justice Administration  3 s.h.   An examination of the functions of the police, court and corrections in the Criminal Justice System; concepts and principles of organizational structure; concepts and principles of administration and management with an emphasis on budgets, change, conflict, strategy, and evolution.

CJ 5400  Criminal Justice Operations and Programs in the 21st Century  2 s.h.   Review of contemporary policy issues, programs, and strategies.  Assessment of reform measures, and accountability mechanisms.  Detailed analysis of present practices within each criminal justice component and investigation of what may be changed in the future.

ECN 5180  Economic Environment and Business Activity  3 s.h.   A combined course in micro and macroeconomics.  Theory of the firm and consumer.  Analysis of the price system as a means to efficient allocation of economic resources.  Theory of national income determination; national output and income; savings and capital formation.  Current economic conditions and their influence on business.  Analysis and interpretation of government policies and practices.

ECN 6100  Managerial Economics  2 s.h. Prerequisites:  ECN 5180 & BR 5170, waived by examination only   The application of microeconomic theory as applied to business problems. It is the study of individual segments of the economy: consumers, workers, owners of resources, individual firms and industry and markets as they work together to solve business problems.

ECN 6240  Labor Economics  3 s.h.   Because prerequisites are not necessary, this course begins with a broad survey of modern macro-economic theory and will introduce the student to the economics of labor by identifying modern theories of labor market behavior, summarizing the empirical evidence for an against each hypothesis, and illustrating the usefulness of theory for organizational policy.  The majority of the course will be devoted to a focus on economic approaches to the various topics within the field of Human Resources Management such as Workforce Demographics, Productivity, Employee, Employee Appraisal and Reward, Pay/Compensation Systems, Training and Development, and International HRM considerations.

FIN 5650  Business Finance  3 s.h. Prerequisite: ACC 5250   Study of the financial management of non-financial entities and the analysis of the principle financial decisions of a firm.  Topics include present value concepts, short-term cash budgeting and working capital needs, capital budgeting, long-term capital needs, long-term capital structure planning and dividend policies.

FIN 6250  International Finance  2 s.h. Prerequisites: ACC 5700 & INB 5350    Examines the systems, methods, and institutions for investing, financing and managing international enterprises.  Emphasis is on the analysis and financial decision making function of international activities including foreign currency futures and options, managing exchange risk and operating and transaction exposure, financing sources, capital budgeting and working capital management.

INB 5350  International Trade Structure and Systems  3 s.h. Prerequisite: ECN 5180 or equivalent An examination of the economic theories underlying international trade, including terms of trade, international monetary system, foreign exchange markets, trade barriers and their effects and balance of payments mechanisms. Survey the history of international trade relationships and structures, comparative economic sysytems, the development of trading blocs, firm-level trade relationships, and the role of multinational enterprises.

INB 5450  International Management  3 s.h.   Study of international management as a function of characteristics of the nation state and its international trade practices, policies and management expectations.

INB 6080  Perspectives in International Business  2 s.h. Provides an understanding of the many issues confronting executives engaged in international business. Particular emphasis will be placed on trade and management issues which will be analyzed with a political, economic, social/cultural and historical context.

INB 6150  International Marketing  3 s.h. Prerequisites: MKT 5160, or undergraduate course in marketing principles.   Examines the development of international marketing programs; evaluating international market opportunities, determining market objectives appropriate for specific world markets, and coordinating strategies in world markets.  Emphasizes application of marketing principles in the multinational environment.

MGT 5500  Human Resource Management and Development  3 s.h.   Theory and practice of Human Resources Management and Development in proprietary and not-for-profit organizations.  Emphasis is placed on the relevant psychological and theoretical foundations for the "technologies" of HRM/D such as staffing, recruitment, selections, performance assessment, career development, education and training, labor relations, reward systems (special emphasis on compensation), employee health and safety.  Discussion of contemporary management views and applications clarify the appropriate role of human resources within the organizational and business planning and operations.

MGT 5550  Ethical Considerations in Leadership  2 s.h.   Students explore ethical dimensions of the character, roles and functions of the leader; sources of individual and group ethics and their application to behavior of and within organizations, including in students own work situations; values and moral dilemmas in individual and administrative decision-making, corporate ethics, and codes of ethics.  Students consider comparative ethical systems as they bear on international business and professional communication and interaction.  Each student keeps a log describing his or her analysis of each class meeting, and each student does a written ethical analysis of a work-based ethical dilemma he or she faces or has faced.

MGT 5780 Project Management for Managers  3 s.h. Prerequisites:    CIS 5580 and BR 5170, waived by examination only          The foundation of project management from a managerial point of view. Emphasis is placed on managing each stage of the project life cycle through an overview of the ten knowledge areas of project management. The capstone research project will begin with an introduction to the meta-analysis methodology.

MGT 6110  Entrepreneurial Leadership in Non-Profits  3 s.h.   Decreasing financial resources have demanded that non-profit leaders approach the marketplace with a competitive perspective.  Donors are required non-profit organizations to operate in the spirit of business - carefully planning for competitive advantage, marshaling limited financial, material and human resources and evaluating their performance against stringent criteria.  All these characteristics describe the entrepreneurial leader.  This course is designed especially to help students launch, re-invent their organizations and help them grow through competitive, strategic processes. The course will primarily be facilitated around case studies, live case studies brought to class by practicing non-profit entrepreneurs.  Visits to location to examine and assess how entrepreneurial leaders stimulate and sustain productivity, efficiency, capacity building and innovation will help students make application of theory of reality.

MGT 6120  Developing and Deploying Volunteers  2 s.h.   As one of non-profit’s greatest assets, volunteers need to be carefully selected, prepared and fit to the appropriate task. This course centers on recruiting, selecting, developing and deploying volunteers.          Students practice using practices which create a motivating environment in which volunteer’s self esteem is enhanced, they are recognized and where corrective feedback is provided in handling performance problems.

MGT 6130  Developing Partnerships with Boards, Suppliers and Clients  2 s.h.   The course focuses on the process of building working partnerships with three groups: boards, suppliers and clients.  The partnership process includes setting superordinate goals committing to measurable outcomes, kinds, formats, and timing of information exchange, the use of power and the methods for handling differences and conflicts.

MGT 6140  Obtaining Funding, Program Management and Evaluation  2 s.h.   This course focuses on development and the raising of funds to support the non-profit vision.  At a time when federal government funding is diminishing, non-profits need to look for alternative financial sources.  In the course, participants learn how to construct a funding campaign, including direct solicitation and grant writing.  Because more donors want evidence of fiduciary responsibility, they expect non-profits to demonstrate how they used their financial support as good stewards.  For this reason, students learn how to program manage and evaluate program goal achievement.

MGT 6150      Quality Management (3 s.h.) Prerequisites:  BR 5170, waived by examination only   The course is intended to introduce the student to the development and philosophy of total quality and performance excellence from a systems approach. Focus is given to studying the interplay of culture, quality, technical tools and organizational culture. Students are introduced to national and international quality standards.

MGT 6300  Organizational Theory and Behavior  3 s.h.   A study of theories of organizations from historical and contemporary perspectives, focusing on how they inform our understanding of behaviors in, for, and of, small and large for-profit and not-for-profit business organizations, with an emphasis on the images and metaphors of organizations.

MGT  6500  Contemporary Workforce Issues  3 s.h. Prerequisites: MGT 5500 and ECN 6240   This is a summary survey course this cognate area and serves to identify both futuristic and global issues within Human Resources Management which will most likely impact on strategic planning and management of a firm.

MGT 6950  Strategic Management of Business Policy  3 s.h. Prerequisite: Upon successful completion of all foundation courses.   Development and application of business policy using techniques of strategic management of an organization as a whole, both internally and externally and locally and globally, taken primarily from the perspectives of middle and top management.  Emphasis is on the long view, but does not neglect short term situation management of operational problems, technology, diversity, change, and ethics.  Examines how strategy is developed; considers the respective roles of stakeholders.  Employs quantitative and qualitative methods and data, including case studies and simulation.      The objectives of this course, which is the culminating experience of the MBA program, encompass all the specific objectives of the program as stipulated in its main description. Knowledge and application of the specific skills of the operational courses in accounting, business law, computer information systems, finance, marketing, and quality management are required and demonstrated as levels commensurate with criteria for completion of the MBA.

MKT 5160  Essentials of Marketing  3 s.h.   Study of marketing concepts, terminology, and applications, with special emphasis on the marketing mix relationships: e.g., product, price, promotion, and distribution; global marketing, target marketing, and integrated marketing.  Study of the role and operation of marketing functions and their influence on the organization both internally and externally.

MKT 5790  Marketing Strategy  3 s.h. Prerequisite: MKT 5160 or One course in marketing   The use of strategic planning as an advancement of traditional marketing management.  Students sharpen managerial perspectives and analytical techniques for achieving corporate-wide marketing objectives.

MKT 6210  Leadership in Marketing Management  3 s.h.   Explore and apply marketing tools available to managers and leaders in an organization for the purpose of maximizing the organization potential in consumer and business environments.

MKT 6310  e-Marketing  3 s.h.    Explore the integration of electronic marketing strategies with non-electronic strategies to enhance the offering of an organization.  Apply marketing principles and practices electronically to marketing situations.

QOM 5740  Forecasting and Planning  2 s.h. Prerequisites:  CIS 5580 & BR5170 (waived by examination only)   Conceptual framework and theoretical knowledge of forecasting methodologies; practical uses of forecasting in common management/administrative situation, via case study and literature review; use of micro and mainframe computer in forecasting.

QOM 6210 Total Quality: Building the Infrastructure  3 s.h. Prerequisite:  MGT 5300   The course is designed to introduce the student to the methods and processes for introducing total quality to an organization. Students will be provided with proven methods for installing the infrastructure to support a total quality process and to evaluate its effectiveness on an on-going basis.

QOM 6230  Quality and Process Improvement Techniques  3 s.h. Prerequisites:  BR 5170, waived by examination only    This course focuses on the study of continuous process improvement, process management, and quality management systems.  Course work includes case studies and group work which explores data analysis tools and methods including SPC, flowcharting and root causes analysis.  Students will define, analyze and evaluate a process in a workplace setting.  A final report will be produced which will outline a process and recommend process improvement.

QOM 6250  ISO 9000, QS and Self-Assessment  2 s.h.   Introduces the student to the various quality certification and award programs in the United States.  These programs include ISO, QS, and the Malcolm Baldridge Award.  The students will become familiar with the criteria for the various programs and will apply critical analysis skills to determine what improvements are needed to be made by organizations seeking quality certification.

QOM 6830  Program in Quality Applications  4 s.h.    A six-month weekend program providing instruction and training in the field of quality in such areas as team building, long-range planning, international quality standards and implications, the Malcolm Baldrige National Quality Award, Health Care Industry Quality, and Education Quality. The student will receive a certificate from the Michigan Quality Council and Madonna University, which may be applied to the master’s degree upon completion of the additional project (QOM 6840.3), facilitated by a Madonna faculty member.