Required Courses |
| There are six core classes of three credit hours each that are required as part of this program.
In addition, students must complete one international course as part of their programs. This international course will be one of the courses in a chosen concentration. |
| Managerial Analysis (replaces Dynamics of Individuals and Technology In Organizations) |
| Managerial Analysis is an application of micro-economic theory, decision theory, and statistical analysis to problems of business decision making. In this course students will analyze the forces of supply and demand, markets, and the economic behavior of firms in society. Statistical methods and other quantitative tools are explored as a part of the overall strategy of an organization. |
| Regulatory and Reporting Environments |
This course provides exposure to the regulatory and reporting environments that affect contemporary businesses, including study and analysis of current board of director topics and other governance matters. The course includes an overview of securities regulation, including the Sarbanes-Oxley Act, with coverage of corporate reporting issues, independence, transparency, and corporate governance analyses.
The course surveys various legal and regulatory matters facing businesses such as business communications and workplace equity. An overview of U.S. governmental hierarchy is considered from its 1789 Constitutional underpinnings to detailed legislation and court opinions with significant influence over business organizations. The course is a training tool for boards of directors.
The interaction of the business model within various spheres of economic, social, cultural, environmental, political, and legal influences is considered and developed throughout the course, particularly as relevant to current issues presented in the various business media. |
| Business Enterprise |
| This course is an application of the USFSP MBA Essentials courses (or their equivalents). The objective of the course is to explicitly address how all of the disciplines play a role in the formation and operation of a business enterprise. Principally, this course applies knowledge of finance, marketing, management, and accounting in determining how a business enterprise is formed and operated. The course will emphasize pre-business feasibility studies, the start-up of the business enterprise, its successful management, and options for succession or termination. |
| Organizational Strategies for the 21st Century |
| Students must take 18 credit hours before taking this course. The course provides an opportunity to integrate concepts, principles, and skills useful in strategic management and strategic decision-making with issues of ethics and responsibility in organizations in the 21st century. The course includes a dynamic view of strategy and focuses, in particular, on ethics and social responsibility as well as discussion of international and global issues. |
| Financial Analysis (replaces The Evolving Global Economic Environment) |
| Financial Analysis uses analytical methods to understand a firm’s financial statements, its valuation, and its capital budgeting policy. Techniques for analyzing financial statements include such methods as ratio analysis, horizontal analysis, and vertical analysis, as well as understanding the notes to financial statements. Various techniques are used to value the company, including the time value of money. |
| Leadership and Corporate Accountability (formerly called Creating Community Leaders and Partners - CCLP) |
As a final synthesis of core learning, student groups will conduct a strategic stakeholder analysis of an organization in the community.
For-profit and not-for-profit organizations will be invited to present their visions to student groups. The focus for large, profit-driven organizations might be forming stronger alliances with the community. Smaller for-profits might be interested in improving their business practices. Not-for-profit organizations might need assistance with improving business practices and with identifying target donors for fundraising, planning a charity event, or forging new relationships with the community as a whole.
Students will assume leadership roles by partnering with the organization to produce an in-depth analysis resulting in short- and long-term plans for achieving the organization's vision. Students will also take leadership roles in providing feedback to the organization through analysis and an action plan. Depending on the scope of the project, student groups may or may not be involved with implementation and evaluation. |
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