Professional MBA Program - Curriculum
The Professional MBA curriculum is organized into three principal components: four foundation, seven core, and one capstone course. Foundation courses must be completed before the core courses, and the core courses must be completed before the capstone. Students are required to complete between 30 and 36 credit hours depending on course waivers.
Two of the four foundation courses (ECON 6000, MBA 6000, MBA 6010, and MBA 6030) may be waived for students who have satisfactorily completed the same or comparable courses previously. Satisfactory completion is defined as completing a corresponding course at the undergraduate level with a grade of C or higher or at the graduate level with a grade of B or higher. Graduate Programs in Business will assess waiver eligibility.
Course offerings can be reviewed on-line each semester athttp://www.bgsu.edu/offices/registrar.
(3 credit hours)Emphasizes the application of microeconomic theory to the decision-making process of the firm. Topics include marginal analysis, market structure, competitive strategy, and public policy issues.
(3 credit hours)Addresses financial accounting concepts and development of financial statements. Emphasis is placed on the effect of business processes on the reported financial statements of an organization and on the usage of financial information in the management and analysis of business operations.
(3 credit hours)Provides MBA students with the opportunity to develop analytical skills through the application of quantitative models to managerial problems. Students will learn to design analyses in the context of practical business situations and use the results to support managerial decision-making.
(3 credit hours)Surveys various topics in information systems. The purpose is to develop an understanding of key information technologies and the role of IT in organizations. Focuses on empowering managers with the knowledge of IT necessary to use technology effectively in their organizations.
(3 credit hours)Applies accounting to the decision making, planning, and control processes of management. Emphasizes the nature, use, and reliability of accounting data for decision making.
(3). Focuses on how supply chains create value for organizations, their suppliers and customers. Explores supply, operations, and logistics processes and how these processes are integrated with other functions within the firm and across organizations. Examines supply chain strategy; product, process, and service design; quality and lean; planning, control, and measurement systems; and ethical and environmental decisions.
(3 credit hours)Relevant theory and practice as related to a planning, analysis and control framework for developing and evaluating general marketing strategy as well as component strategies and tactics. Managerial decision making is stressed and illustrated through case analysis or other experiential exercises.
(3 credit hours)Case method approach to acquisition and allocation of funds for non-financial firms; working capital management; capital budgeting, long-term fund sources, dividend policy; valuation, and merger.
(3 credit hours)Legal environment and the vital role law plays in all business decisions. Basic law concepts illustrated from viewpoint of the firm. Social responsibility of corporations; topics include white collar crime, social accounting, legal and restructuring of the corporate firm, and government regulation.
(3 credit hours)Understanding the effective functioning of individuals, groups and teams in organizations. Emphasizes application of behavioral science knowledge to major organizational issues such as performance, decision making, communication, conflict, and leadership. Employs a cross-cultural perspective.
(3 credit hours)Introduces statistical concepts and techniques encountered in business decision-making. Focuses on the role of statistics in decision-making. Covers topics such as exploratory data analysis, sampling distributions, confidence interval estimation, and hypothesis testing and topics such as population average and proportion, regression analysis, forecasting, analysis of variance, contingency tables, design of experiments, and factor analysis.
(3 credit hours)Examines competitive and corporate strategies from the general manager s perspective. Analyzes the strategic mission and objectives of an organization and its environmental and industry dynamics, internal resources and capabilities, and sources of competitive advantage. Emphasizes the development of coherent strategic actions, including the integration of functional areas in an organization and the mobilization of the organization to achieve dynamic and sustainable competitive advantage in a changing global environment. Prerequisites: Completion of MBA Foundation and Core Courses.