PMBA Graduate Courses

BA601 CASE STUDIES IN MANAGEMENT (3) Summer, Fall, Spring, Inter-terms 1,2,3,4

The course is broken up into four sections, accommodating brief intervals between inter-term periods that define the one-year masters program. The intent of this course is to introduce the student to the case study method as a means of establishing schema for moving the decision making process from problem definition to quality control measures via strategic design.

BA610 MANAGERIAL ECONOMICS (3) Spring, Term 4

The course begins with an overview of macroeconomic issues. Indicators of macroeconomic performance are identified and managers are given a preview of the tools and resources used to evaluate and forecast economic conditions. Applications of microeconomic theory to strategic management in these market conditions are presented. Basic concepts of supply, demand, market price, output, production, and resource allocation provide a framework for strategic analysis in emerging markets where firms have market/monopoly power. Other topics address sophisticated pricing policies, transfer pricing, models of competition and cooperation, managing under uncertainty, asymmetric information and externalities. The course provides a framework and analytical tools to enhance decision-making within the manager’s organization.

BA611 STRATEGIC MARKETING MANAGEMENT (3) Fall , Term 2

This advanced marketing management course focuses on strategic marketing analysis and planning at both the corporate and SBU levels. It will us the concepts and theories underlying marketing decision-making and the tools needed to analyze and understand complex marketing situations found in today’s ever-changing marketplace. The course is designed to help managers develop and execute appropriate managerial strategies. An emphasis of this course will be on developing executive-level decision-making skills, which students are most likely to encounter during their current and future careers. Students will learn to apply analytical marketing perspectives, decision tools, and concepts to strategic management decisions to achieve organizational goals and objectives. The subject has been organized around the marketing planning process, strategic decision-making, market analysis, competitive analysis, and financial analysis, and the application of these to “real world” situations.

BA613 STRATEGIC LEADERSHIP AND ETHICS (3) Summer, Term 1

This seminar provides managers with the tools to explore and evaluate leadership theories and their application from a strategic perspective, taking into consideration their limitations and delimitations as they are applied in real work settings. Emphasis will be placed on professional work experience.

BA620 FINANCIAL MANAGEMENT (3) Fall, Term 3

This course introduces financial management principles and investment decisions from a strategic, pragmatic perspective. Although theory is broached, emphasis is placed on practical application. Topical areas include financial statement analysis, working capital management, capital structure optimization, investment selection, and sources of funding.

BA621 MANAGERIAL ACCOUNTING (3) Fall, Term 3

The course begins with a review of accounting concepts, standards and practices of financial reporting that serve the needs of decision makers including preparation and analysis of financial statements. The course then extends these concepts to business managers’ decision making and evaluation of performance including the use of accounting information for planning and control. The application of accounting to decision models used by today’s rapidly changing organizations are addressed along with mechanics of cost accounting and management accounting in resource allocation as in capital budgeting, and performance evaluation. Throughout the course, statistical approaches are applied to the analysis of information.

BA622 STATISTICAL ANALYSIS AND ECONOMETRIC TECHNIQUES (3) Fall, Term 2

The course begins with the basic concepts and methods of management science that relies on statistical analysis techniques as well as the art of decision-making under circumstances of constrained optimization. It introduces statistical ideas as they apply to managers. Two ideas dominate: describing data and modeling variability and randomness using probability models. The course provides tools and data analysis models for decision making that use hypothesis testing, linear programming and simulation. It also provides an understanding of the definitions and limitations of a variety of standard econometric measures.

BA630 HUMAN RESOURCE MANAGEMENT (3) Summer, Term 1

This graduate Human Resource Management (HRM) course explores regional and international HR principles, strategies and practices. Key areas such as U.S. and country-specific compensation and benefits, staffing, employee development, and performance appraisal are covered. Students will develop an in-depth understanding of HRM functions in regional and international arenas.

BA632 OPERATIONS MANAGEMENT (3) Spring, Term 4

This graduate Operations Management course explores modern theory and practice for planning and controlling the operations function, both in manufacturing and service organizations. Quantitative tools of analysis used to support decision-making in the various activities of operations management are reviewed. Regional and international applications and issues will be included.

BA710 ADVANCE TOPICS IN INTERNATIONAL BUSINESS (3) Spring, Term 4

This course offers students the opportunity to explore the workings of the international business arena and to demonstrate an understanding of global markets as it relates to their professional field through undertakings that encourage business system adaptation to new environments. It further promotes the importance of ethical and socially responsible decision making in different cultural settings.

BA711 BUSINESS CAPSTONE EXPERIENCE (3) Spring, Term 5

The Business Capstone course is the culminating professional experience for the PMBA student. It extends over the final two terms of their program. Within teams of two or three, PMBA students will participate in the development of an applied research project that synthesizes the students’ learning throughout their tenure in the PMBA program. The nature of the applied project can consist of a strategic management project, an entrepreneurial project, or a special study project.