ACC 5150  Financial Accounting  3 s.h.   Fundamental principles of external financial 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. Prerequisites:  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.

BR 5170  Quantitative Methods for Leadership 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.

MIS 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.

MGT 5220  Issues in Leadership  1 s.h. (This course must be taken as the first course in the MSBA & MS programs.)   An assessment of the student’s leadership and managerial competencies, resulting in an individual plan of development; overview of information sources, including the library and basic graduate research tools, assessment of computer and statistical literacy skills.

MGT 5300  Leadership Behavior in Organiczations  3 s.h.   Focus on the types of individual and group behaviors, along with related behavioral problems, experienced by managers. Students develop competencies based on understanding the processes responsible for specific behaviors, especially when compounded by effects of environmental forces and diverse individual differences and perform in-depth analysis of the social and ethical issues which influence managerial constraints.

MGT 5400  Organizational Effectiveness & Change Management  3 s.h.   Theories, design, structure, systems, process, continuity, and the behavior of organizations as part of the larger society are studied from a macro perspective. In addition, theories, methods and practices of organization change and development are introduced as means of addressing organizational ineffectiveness and maximizing organizational health.

MGT 5550  Ethical Considerations in Leadership  2 s.h.   Students explore ethical dimensions of 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 5570  Strategic Management: A Leader’s Perspective  3 s.h.   The fundamentals of the strategic management process; tools and techniques to efficiently and effectively implement the process; an emphasis is on the visioning and forecasting steps of the process. Required for all students in the MSBA Leadership Studies and QPM Degree and MBA program.

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 6150  Quality Management  3 s.h. Prerequisite: 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 6160  Project Management: Scheduling & Cost Control  2 s.h. Prerequisite: ACC 5250   The course covers measures for scheduling and controlling projects, including estimating, forecasting, budgeting, monitoring, controlling, analyzing and reporting schedules and costs, and interpreting the meaning of earned-value data.

MGT 6170  Project Management: Risk Analysis  2 s.h.   The course examines threat and opportunity from a top-down and bottom-up perspective and how to evaluate and respond to risk at the project and task levels.

MGT 6250  Procurement and Contract Adminstration  2 s.h.   Introduction to the environment in which procurement contracts are negotiated and administered. Topics will include all phase of procurement and contracting, from requirements development to closeout. As part of a meta-analysis of project management literature, studies of procurement and contract administration will be analyzed.

MGT 6960  Entreprise Program Management  3 s.h.   Implementing business strategy through a portfolio of projects involving the management of teams of professionals and executive-level stakeholders. Conclusion of the meta-analysis research project conducted throughout the project management concentration. Must be the final course taken in the program.