Core Courses (36 units)
This course explores the concept of management leadership through the lens of a Christian worldview with a specific focus on development of an ethical framework for decision making in a vocational environment. Students will examine the Biblical and theoretical context of leadership and determine application in the practices of scriptural and noted business leaders and through interactions with Christian business leaders. Finally, students will develop a leadership portfolio describing their personal leadership characteristics and capabilities and identify a plan for personal leadership development.
This course equips MBA students with the economic foundations necessary to effectively and ethically operate, manage, and lead an organization. Students will expand their economic knowledge, in part, by studying, analyzing, and discussing relevant business cases. Students will explore how to apply key microeconomic concepts in a variety of economic environments in which entities operate. Market structures, economic behavior, and the business/social impacts of economic decisions will be examined.
This MBA accounting course explores how managers can create greater value for a firm in today’s dynamic business environment. MBA’s will develop a higher working knowledge of how accounting and financial information can be effectively utilized to make strategic, capital, operational and other managerial decisions to evaluate overall institutional performance using such items as a balanced scorecard and long-term economic value-added analysis. MBA’s will also examine the various means of analyzing key performance indicators (KPI’s), as well as how to make effective and ethical accounting and financial decisions which make the firm more competitive and profitable.
This MBA course explores the fundamental concepts of corporate finance from the perspective of managers responsible for making investment and financing decisions. Moreover, students will develop tools for analyzing and evaluating these strategic financial decisions from both an ethical and effective perspective. Topics include such areas as financial statement analysis, discounted cash flow valuation, capital budgeting, bond and stock valuation, capital asset pricing, options, weighted cost of capital evaluation, dividend policy, and capital structure. MBA’s will also examine how these financial decisions impact the value, sustainability, and profitability of the firm.
Analysis of effective and efficient flow of materials, products, services, and information within and across organizations. Includes: process flow analysis, capacity planning, quality, lean supply chain, layout, aggregate planning, supply chain networks, inventory management, sourcing, ERP, and logistics planning. Finally, students connect to recent developments such as lean or world-class manufacturing, just-in-time operations, time-based competition, and business re-engineering. Case based.
This course trains students to take a domestic product and expand it into international markets successfully. Market selection, international market research issues, foreign entry strategies, local tailoring versus global economies of scale, global value chain, implementation issues, knowledge transfer and collaborations are discussed, as well as financing issues such as sources of capital available to multinational firms, analysis of foreign investment opportunities, and currency risk management. Case and simulation based.
Explores classic and contemporary models of leaders and leadership and defines the difference between management and leadership. Practical applications of theory emphasizing the contingency perspective. The focus will be upon applied organizational change by covering organizational behavior from a normative, policy-oriented perspective. The perspective will be one of viewing the person (student) as an actual or potential change agent—a consultant (internal or external), innovative personnel specialist, or middle or top level manager.
Combining elements of product development, product launch planning, and product management, this course views the product manager or marketer as a generalist with responsibility for the multifunctional, multidisciplinary approach required for the development, launch, and ongoing management of successful products. Includes market orientation, consumer and industrial buyer behavior, market segmentation, target market identification, product development, pricing, distribution channels, marketing communication, strategy development, and marketing planning and control. Case and simulation based.
This course covers how to convert the vision of executive intuition into definitive plans that can be operationally implemented and provides opportunity for practice and experimentation in strategy formulation. Strategy support systems are used to assist in making the transition from a change-resistant operational approach to a future-oriented approach characteristic of strategic thinking. Case and project based.
This course provides an in-depth introduction to global leadership and its development and to fostering innovation and global change. Through assessments and behavioral simulations, it prepares students to do global work effectively in a complex context with people from various cultures. Develops technology strategies through a qualitative (scenario and strategy map-based) and a quantitative (decision analysis and option theory-based) approach for technology portfolio planning and management. It provides practical, stimulating, and easy-to-use methods for realistic applications.
This course analyzes the importance of assessing strategic and operational aspects in a project from a biblical perspective. Quantitative methods explore a variety of current project management software which includes project selection, planning, scheduling, budgeting, monitoring, evaluation, and control. Qualitative methods include project staffing, organization, and team building. An emphasis is placed on the Project Management Body of Knowledge (PMBOK®), considered to be the industry standard by the Project Management Institute (PMI®).
This course is designed to have students create a startup plan around an actual business concept. To do this, students will be expected to expand on each of the nine components of the lean canvas. This will include both direct and empirical customer/market research, customer personas, costa analyses, pro forma financials, coachtables, metrics, and a pitch deck. Out of this course, students will have all the information and tools necessary to create an effective pitch deck and to deliver a pitch to potential investors.
Applied Project (2 units)
The focus for this course is on understanding the driving forces behind a good entrepreneurial concept, how to validate an idea, the concept of a minimum viable product, and when/how to launch a startup. Students will get an introduction to the lean canvas and each of its nine components. The goal of this course is to prepare students to go deeper with a startup company concept.
This final course in the series will provide students an opportunity to pitch their idea in front of a group of successful entrepreneurs and investors. Students are expected to have a complete pitch deck, financials, back up materials for all research, and any other information and data necessary to present their concept. This class culminates with an actual investor presentation with the expectation that students will be evaluated on their presentation by the investment panel. Successful projects will be funded by investors on the panel.