May 14, 2024  
2021-2022 Undergraduate and Graduate Catalog 
    
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2021-2022 Undergraduate and Graduate Catalog [ARCHIVED CATALOG]

Courses of Instruction

 

Marine Science
  

  • MS 201 - Assistant Instructor

    (1 credit)
    Leadership level course qualifies divers to teach Discover Scuba programs along with First Responder courses and some specialty courses. 
  

  • MS 202 - Instructor Development

    (2 credits)
    This course leads to PADI Instructor credentials once a student has completed all components of the Instructor Development Course and completed a PADI Instructor Evaluation.

Marketing
  

  • MKTG 101 - Marketing

    (3 credits)
    Nature and work of marketing management which organizes, directs and controls the functional specialties of marketing. Principles, trends and policies of marketing environment, governmental regulation, marketing research, and social evaluation. Fall, Spring.
  

  • MKTG 206 - Global Marketing Strategy

    (3 credits)
    This course examines key issues needed to develop strong global brands by considering past successes and failures in strategy, addressing the importance of knowing local culture in communication and positioning, and discussing emerging issues in brand globalization. Prerequisite(s): MKTG 101 . Fall.
  

  • MKTG 320 - Consumer Insight

    (3 credits)
    An integrated analysis of individual and environmental influences on consumer decision making, purchase, and consumption behaviors, with strong emphasis on implications for developing, executing, and assessing a marketing strategy. Prerequisite(s): MKTG 101 . Spring.
  

  • MKTG 321 - Marketing Research

    (3 credits)
    This course is a study of the scientific process of problem solving in a marketing context. It includes concepts of problem definition, hypotheses generation, questionnaire development, research design, implementation, analysis, and interpretation of statistical findings. Prerequisite(s): MKTG 101 . Fall.
  

  • MKTG 325 - Integrated Marketing Communication

    (3 credits)
    This course introduces students to the fundamentals of Integrated Marketing Communications (IMC). This course provides a comprehensive understanding of the fundamentals needed to build a clear, creative and cooperative integrated marketing communication strategy for a business or organization by strategically aligning advertising, promotion and direct and digital marketing efforts. Students learn the importance of a well-developed marketing plan and a clear understanding of branding and the target audience. Prerequisite(s):  MKTG 101 .
  

  • MKTG 330 - Principles of Selling and Sales Force Management

    (3 credits)
    Personal selling is one of the elements of the promotion mix. Theory and application will be combined as the course identifies how personal selling is used strategically and tactically to execute marketing plans. Principles of professional salesmanship and relationship selling will provide a foundation for managerial material to plan, organize, staff, train, operate and evaluate a successful sales force. Prerequisite(s):   and  .
  

  • MKTG 340 - Brand Management

    (3 credits)
    This course explores theories, strategies, and tactics that are used to build, manage, and measure brands and brand equity, including the launch of new products and innovation. The course also includes creative strategy in branding. Prerequisite(s): MKTG 101 . 
  

  • MKTG 345 - Marketing Analytics

    (3 credits)
    This course examines the role of analytics within today’s digital marketing age. Students will learn how to evaluate different analytic approaches and will gain hands-on experience gathering and analyzing data sets, while applying strategic data-driven marketing objectives. Prerequisite(s): MKTG 101 . 
  

  • MKTG 350 - Sports Marketing

    (3 credits)
    This course will build upon the marketing knowledge base and provide an overview of all the issues faced by marketing professionals within the sport industry and outside the industry who market through sports. Students will be introduced to the terms and tools relevant to the sport industry, and examine the difference between the use of sports for marketing and the use of marketing in sports. We will focus on how companies develop, execute and measure marketing strategies and tactics to use sports teams, facilities, leagues and other organizations to market their products and services to consumers/customers. As needed.
  

  • MKTG 398 - Marketing Internship

    (3-15 credits)
    The integration of classroom theory with practical work experience under which students have specific periods of attendance at college and specific periods of employment, either full or part-time, with or without pay. Credit may vary from three to 15 credits, depending upon the internship, but no more than nine credits may be counted toward major elective requirements, with additional credits counted as free electives. Open only to Marketing majors, with approval of the chair of the department and the chief academic officer. Prerequisite(s): MKTG 401 , MKTG 402 . Fall, Spring, Summer.
  

  • MKTG 399 - Marketing Internship

    (3-15 credits)
    The integration of classroom theory with practical work experience under which students have specific periods of attendance at college and specific periods of employment, either full or part-time, with or without pay. Credit may vary from three to 15 credits, depending upon the internship, but no more than nine credits may be counted toward major elective requirements, with additional credits counted as free electives. Open only to Marketing majors, with approval of the chair of the department and the chief academic officer. Prerequisite(s): MKTG 401 , MKTG 402 . Fall, Spring, Summer.
  

  • MKTG 401 - Principles of Selling and Sales Force Management

    (3 credits)
    This course is designed to discuss the strategic and tactical aspects of sales force management. The course will focus on how sales managers develop their sales plans to meet the company objectives, how they organize their teams, motivate and compensate them, and finally, the type of leadership skills needed for good sales force management. The course is appropriate for students who work for companies whose revenues and profits depend upon a productive sales force.
  

  • MKTG 402 - Integrated Marketing Communications

    (3 credits)
    The students have already studied general marketing principles. We will discuss the strength of building brand relationships and brand value that is achieved through integrated marketing communications (IMC) in promotions management. Prerequisite: MKTG 101 .
  

  • MKTG 404 - Marketing Management

    (3 credits)
    Capstone marketing course that includes the essentials of marketing management, analysis of marketing problems and cases, and the development of marketing plans. Prerequisite(s): MKTG 101 , MKTG 320 , and MKTG 321 . Spring.
  

  • MKTG 409 - Special Topics in Marketing

    (1-3 credits)
    Exploration in depth of selected areas in management not currently offered in the curriculum. Spring.
  

  • MKTG 487 - Independent Study in Marketing

    (1-8 credits)

Master of Arts in Strategic Leadership
  

  • MASL 500 - Managing People and Organizations (cross listed with MBA 500)

    MBA 500 (3 credits)

    Perspectives on management is the foundation course in the MBA program, introducing students to the principles and practices of management through a combination of theoretical and applied analysis. Includes a study of the development of management thought and an analysis of managerial functions for the purpose of understanding the nature of organizations and the way in which they function.

    By the end of this online 8-week course, the graduate student will:

    1. Understand many of the classic theories of management, such as: Scientific Management; principles of organizational structure and design; culture and change; human relations concepts, executive development, leadership & motivational concepts; and organizations and society.
    2. Develop and/or refine a personal philosophy of management.
    3. Learn to apply classical and emerging theories of management and organizational behavior to their own personal work and life experiences.
    4. Communicate at a proficient (or advanced level) by developing (a) effective written communication skills, and (b) effective oral communication and business presentation skills.
  

  • MASL 504 - Leading, Communicating, and Building Teams in a Virtual World

    MBA 504 (3 credits)
    This course covers the factors necessary for successful written, verbal, and media communications within a connected organizational environment. Course topics include: Effective written and verbal communications, persuasive speaking and presenting, use of presentation/multimedia tools, and management of group meetings/gatherings.  Students will utilize a variety of tools, including social networks, presentation software, and other media tools. As well, behavioral aspects of organizational communications will also be explored, inclusive of non-verbal cues and the changing role of inter-generational interaction.  Familiarity with Microsoft Office Suite (Word, and PowerPoint, or similar software) is required.
  

  • MASL 521 - Human Resource Management (cross-listed with MHRM 521)

    MHRM 521 (3 credits)

    This is an introductory course that defines the body of knowledge and the distinct areas of practice that comprise the field of human resource management and industrial relations. It also frames the context in which the more specialized courses in the curriculum address various policy and practice issues particular to their respective functional areas.

    By the end of this online 8-week course, the graduate student will:

    1. Have an understanding of the basic terminology, theories, and practices that currently form the framework of HRM.
    2. Develop an interest in HRM as a field of study and as a set of complex programs and procedures that influence people within organizations.
    3. Show by example that what is being discussed has both a theoretical rationale (often with a research base) and offers practical, useful applications in the “real world” –the organization.
    4. Expand and enhance skills in critical thinking through analysis of HRM problems and issues; evaluation of HRM policies, laws, and action; and synthesizing HRM concepts and principles.
    5. Develop a greater appreciation for employee diversity (beyond tolerance) and to respond intelligently and compassionately to people from diverse cultural backgrounds and to embrace divergent opinions, new ideas, and new challenges.
  

  • MASL 522 - Leading and Managing Change

    (3 credits)

    Leading and managing organizational change requires knowledge and skills for analysis, development, and the reengineering of organizational processes.  The course is designed to prepare leaders to secure a competitive position with respect to creating, managing, and leading change and innovation as means of achieving organizational success and stability. The course is focused on the nature and process of organizational change, and how to be an effective leader, implementer, and recipient of change. It emphasizes the forces for change, the change implementation process, the qualities and skills of successful change leaders, and the behavioral theories and management practices of how individuals and organizations change.

    By the end of this online 8-week course, the graduate student will:

    1. To gain an understanding of how organizational change is achieved in varied organizations - profit and non-profit. The word, achieved, means to carry out successfully, to accomplish or perform. We will examine the various theories and concepts of change, along with experiences and dilemmas in practice, that together help us gain an understanding of what contributes to the carrying out of successful and lasting change. The word, achieved, also signals an important role of individual agency and action in change. We will examine how people in front-line, as well as management levels, express agency in change and connect with others to produce change. We will also become actively engaged in achieving change, both in the class sessions as well as in projects studying the implementation of change.
    2. To enhance personal capabilities and abilities to navigate change in our lives. Exploring both the theorizing and experiencing of change, we will develop personal profiles of how we navigate in change, and the relations, convictions and materials that inspire us to undertake and sustain change in our lives. We will enrich our personal toolboxes and ideas for navigating in change and for enacting our theory of implementing change. As well, we will develop a more situated and experience-informed theory of creating organizational change in front line settings. 
  

  • MASL 523 - Organizational Development and Innovation

    (3 credits)

    This course uncovers the classic and contemporary literature on organizational development (OD). The goal of organizational development is to increase efficiency, enrich organizational culture and teamwork, and productivity of organizational processes through planned intervention. Broad topics include change management, organizational culture, team development, and organizational development diagnostic models. Students will examine common OD efforts that may include diagnostic activities, systems realignment, team-building, sensitivity training, or technology innovation. The outcomes of successful organizational development efforts include higher workplace morale and productivity; an enhanced organizational learning culture; and related organizational patterns and behaviors that are dynamic, agile, innovative, and creative.

    By the end of this online 8-week course, the graduate student will:

    1. Acquire in-depth, advanced knowledge of the classic and contemporary ideas on organizational development, including the concepts and techniques associated with organizational design and renewal.
    2. Understand and apply organizational development skills and methods to both private and public organizations.
  

  • MASL 524 - Analytics and Data-Driven Decision Making for Leaders

    (3 credits)

    Organizational leaders routinely use statistical analysis and data analytics to make informed decisions. Fact-based decision-making requires a fundamental understanding of research methods, statistical analysis, and data science.  This course provides organizational leaders with the level of data literacy necessary to understand and interpret information in a manner that leads to informed decision-making. The course covers descriptive statistics, data visualization, measurement, regression modeling, probability, and uncertainty which in sum prepare students to interpret and critically evaluate quantitative analysis.  The focus is on interpreting statistical information and using it in decision making.

    By the end of this online 8-week course, the graduate student will:

    1. Understand the fundamentals of research methods, statistical analysis and data science.
    2. Be able to interpret and critically evaluate a quantitative analysis.
  

  • MASL 525 - Ethics, Integrity, and Responsibility in Leadership Practice

    (3 credits)
    This course explores the intersection of ethics and leadership from a wide range of disciplines, contexts, and professions.  Using an interdisciplinary approach, as well as the Eight Goals of Franciscan Higher Education as a context, students will deepen and broaden their learning about theories, models, and constructs related to the study and practice of ethics and leadership while examining compelling contemporary questions and dilemmas. Students will develop strategies and ways of thinking when faced with ethically complex dilemmas in the leadership process. Case studies, discussion, self-assessment exercises and reading assignments explore the basic frameworks of ethical dealings and moral leadership.  Prerequisite(s): MASL 522 , MASL 523 , and  MASL 524  
  

  • MASL 529 - Leadership

    MHRM 529 (3 credits)
    This course will put the role of the leader under a microscope. It will examine what it means to lead in times of constant change, increased expectations, events beyond the leader’s control. Key concepts will be explored such as the roles of leadership, the principles of leadership, the difference between leading and managing, the importance of values and vision, etc. The specific behavioral skills of highly effective leaders will be examined along with different leadership styles. The challenges of leading in unusual situations such as with virtual teams, self-directed work teams, crises, etc. will be explored. Topics include power and influence, decision making, group dynamics, conflict, interpersonal skills, character, motivation and rewards, followership, change, organizational culture, and their implications for human resources policy.   
  

  • MASL 530 - Executive Leadership Development

    (3 credits)
    Intended to be an advanced executive leadership development course that focuses on self-reflection, knowledge, and tools for developing leadership style, behaviors, and skills, and leadership practice in team dynamics. The central aim of the course is to provide an opportunity for personal leadership reflection, assessment, and development.  A holistic approach to executive leadership is taken in the course and includes: discovering your leadership style, traits, and perspectives; leading in a volatile, uncertain, complex, and ambiguous (VUCA) world; understanding the power of emotional intelligence; understanding and deploying leadership behaviors and skills; establishing and leading successful teams; cultivating and sustaining mentorship relationships; effectively engaging in results-oriented leadership as well as providing service to others.  Prerequisite(s): MASL 522 , MASL 525 , and MASL 529  
  

  • MASL 555 - Strategic Leadership Capstone

    (3 credits)

    The Strategic Leadership Capstone course provides an overview and applications of strategic planning theories, methods, and group processes in different organizational environments. The course deals primarily with the challenges and opportunities associated with the practical application of strategic planning tools to complex organizational settings.  There also is an emphasis given to Servant Leadership Principles in the course and how they align with Strategic Planning and Execution.

    By the end of this online 8-week course, the graduate student will:

    1. Develop and critique strategic plans.
    2. Demonstrate efficient and effective proficiency at communicating and articulating organizational visions, missions, and strategic goals via various writing styles and oral presentations. 
    3. Identify and describe the salient principles of Servant Leadership.
    4. Articulate your ideas about strategy and leadership style.
    Prerequisite(s): MASL 522 , MASL 523 , and MASL 524  


Master of Business Administration
  

  • MASL 550 - Ethics, Integrity, and Responsibility in Leadership Practice

    (3 credits)

    This course explores the intersection of ethics and leadership from a wide range of disciplines, contexts, and professions.  Using an interdisciplinary approach, as well as the Eight Goals of Franciscan Higher Education as a context, students will deepen and broaden their learning about theories, models, and constructs related to the study and practice of ethics and leadership while examining compelling contemporary questions and dilemmas. Students will develop strategies and ways of thinking when faced with ethically complex dilemmas in the leadership process. Case studies, discussion, self-assessment exercises and reading assignments explore the basic frameworks of ethical dealings and moral leadership.

    By the end of this online 8-week course, the graduate student will:

    1. To enhance personal capabilities and abilities as an ethical leader.
    2. To gain a perspective and understanding of how leadership ethics are effectively applied in for-profit and non-profit organizations.
    Prerequisite(s):  MASL 522 , MASL 524 , and MASL 523  

  

  • MBA 496 - Computer Applications for Managers

    (3 credits)
    This course focuses on the computer applications that managers will need to master. The “hands-on”, computer driven course will feature applications using word processing, electronic spreadsheets, and databases. This project-based course is designed for beginners and novice computer software users. A series of practical computer-based projects are incorporated into the course.
  

  • MBA 498 - Financial Accounting

    (3 credits)
    An accelerated introduction to the basic concepts and techniques that underlie the collection, processing, and reporting of financial information in organizations. Emphasis is placed on financial and managerial accounting with the goal of enabling the student to understand and use corporate financial statements and internal financial data as a basis for decision making.
  

  • MBA 499 - Economics for Managers

    (3 credits)
    The basic macro and micro tools of economic analysis. The emphasis of this course is on the principles of economic theory which are particularly relevant to business decision-making. Application of economic theories through economic policies and their effect on consumers and businesses.
  

  • MBA 500 - Managing People and Organizations

    (3 credits)
    Perspectives on management is the foundation course in the MBA program, introducing students to the principles and practices of management through a combination of theoretical and applied analysis. Includes a study of the development of management thought and an analysis of managerial functions for the purpose of understanding the nature of organizations and the way in which they function.
  

  • MBA 501 - Financial Decision Making

    (3 credits)
    An overview of current theory and practice of financial management with emphasis on the development of decision-oriented approaches to problems and analytical skills.  Topics include financial analysis and planning, working capital management, capital budgeting, and long-term financing. Group discussion boards and cases illustrating the integration and application of multiple financial concepts will be used to give students the opportunity to explore what they have learned and demonstrate how it applies to real-world problems.    Prerequisites: MBA 498 - Financial Accounting  or (ACCT 101 ), MBA 499 - Economics for Managers  or (ECON 101 ).
  

  • MBA 502 - Strategic Marketing for the Global Economy

    (3 credits)
    Focuses on the role of marketing in today’s organizations; strategic marketing planning, concepts, and tools; the marketing environment; characteristics of consumer and institutional markets; market segmentation and product positioning; product lifecycle strategies; new product planning and market research; and marketing information systems.
  

  • MBA 503 - Managerial Economics

    (3 credits)
    A microeconomic course combining theory and quantitative methods as a tool for managerial decisions. The application of concepts and techniques to practical management problems is stressed. Topics covered include the analysis of consumer demand (forecasting), production and costs, prices, profit maximizing, resource use and allocation, and investments. Prerequisites: MBA 499 - Economics for Managers  (or ECON 101 ) and BUSA 311 - Descriptive and Predictive Analytics for Business .
  

  • MBA 504 - Leading, Communicating and Building High-Performance Teams

    (3 credits)
    This course covers the factors necessary for successful written, verbal, and media communications within a connected business environment. Course topics include: Effective written and verbal communications, persuasive speaking and presenting, use of presentation/multimedia tools, and management of group meetings/gatherings.  Students will utilize a variety of tools, including social networks, presentation software, and other media tools. As well, behavioral aspects of business communications will also be explored, inclusive of non-verbal cues and the changing role of inter-generational interaction. Prerequisite: Familiarity with Microsoft Office 95/97, Word, and Power Point, or similar software.
  

  • MBA 505 - Business Analytics for Decision Making

    (3 credits)
    This course focuses on the theory and application of modern analytics to support the managerial decision making process. The course covers descriptive, predictive, and prescriptive analytical models that assist in describing and analyzing problems in an effort to suggest possible managerial actions. The use of Excel and various other software applications will be integrated throughout the course as we apply analytical models.  Prerequisite: BUSA 311 - Descriptive and Predictive Analytics for Business .
  

  • MBA 506 - Managerial Accounting

    (3 credits)
    This course is designed for management personnel who are not accountants but need to understand and use accounting information in their decision making. Examines the framework underlying management accounting and describes how accounting information should be used to fulfill planning, control, and performance evaluation functions. Topics include job and process costing, standards, budgets, estimates; the interpretation and utilization of accounting reports and statements to control current operations and formulate policies for the future. Prerequisite: MBA 498 - Financial Accounting  or (ACCT 101 ).
  

  • MBA 507 - Entrepreneurship

    (3 credits)
    This course will introduce you to the entrepreneurial spirit and teach you the practical methods and procedures used by the most successful entrepreneurs to research, plan, implement, control and sell a successful business. Using a step-by-step approach, the course will guide you through the essential stages of making your business dream a profitable reality and at the same time offering practical and realistic advice.
  
  

  • MBA 512 - Ethics in Management

    (3 credits)
    Stresses the development and application of moral concepts to practical case situation involving ethical dilemmas. Addresses questions of the responsibilities and values involved in managing a firm’s relationship with society, its marketplace, and employees. Prerequisite: MBA 500 - Managing People and Organizations .
  

  • MBA 513 - Selected Issues in Management

    (3 credits)
    Covers advanced or exploratory topics within a discipline. Specific content developed by instructor. Content will vary, depending upon the interests of instructor and students, with the instructor choosing specific topics. Prerequisites: Permission of the instructor and the MBA program director.
  
  

  • MBA 515 - International Trade and Finance

    (3 credits)
    This course is designed to study the international trade and finance in the world economy. Topics covered in the area of international trade include trade policies, international organizations and agreements affecting international, recent trade agreements and political events affecting the global economy. The emphasis of this course is on international finance. Topics of international finance include: The international monetary system and balance of payments, international financial balance of payments, the foreign exchange markets, international financial markets and institutions, international portfolio investment, foreign direct investment and multinational corporations, structural and institutional change in international finance. Prerequisites: MBA 499 - Economics for Managers  or (ECON 101 ) and MBA 501 - Financial Decision Making .
  

  • MBA 516 - Investment Analysis and Portfolio Management

    (3 credits)
    An analytical approach to investment decisions. Major topics include operation of security markets, valuation of common stocks, modern portfolio theory, and impact of inflation on investment returns. Emphasis is placed on institutional methods of stock selection and stock valuation models within the context of efficient markets. Prerequisites: MBA 499 - Economics for Managers  or (ECON 101 ) and MBA 501 - Financial Decision Making .
  

  • MBA 517 - Financial Markets and Institutions

    (3 credits)
    Analyzes the supply and demand for loanable funds and their flow through the money and capital markets. Time and demand deposits, treasury bills, commercial paper, mortgages, stocks and bonds, and other money and capital market instruments are examined; and the supply and demand for these instruments is discussed within a theoretical framework. Financial management of the major financial institutions, especially commercial banks, savings institutions, insurance companies and pension funds, and to a lesser degree, market-related intermediaries, such as investment bankers is emphasized. Prerequisites: MBA 499 - Economics for Managers  or (ECON 101 ) and MBA 501 - Financial Decision Making .
  

  • MBA 518 - Selected Issues in Finance

    (3 credits)
    A finance seminar course that focuses on current issues and problems in financial markets, financial institutions, and financial management. A single focus such as international finance may be adopted; or a series of i.e., analysis of working capital, capital budgeting, and dividend policy may be utilized. Prerequisites: To be determined and published on a course-by-course basis by the MBA program director.
  
  

  • MBA 520 - Economics of Medical Care and Health Care Resource Management

    (3 credits)
    This course is designed to study the organization of medical care, the demand for and supply of health care services, the production, distribution, financing, institutional structure and mechanism of the delivery systems, the problems associated with various alternative delivery systems, the market for medical human resources, the growth and pressures exerted by third-party payers, and the market for health insurance. The role of government planning and regulation of the medical care industry is also studied, particular emphasis is given to an economic analysis of the major proposals to restructure the U.S. medical care system.
  

  • MBA 521 - Perspectives of Health Care Administration

    (3 credits)
    This course is designed to study the theory and practices of managing health services organizations. The course examines the relationship among corporate strategy, organizational structure and process, and internal management systems. This course covers managerial issues such as strategic management, budgeting, the job manager, organizational culture and environment, organizational process, leadership, legal and ethical aspects, decision making and implementation. Prerequisites: MBA 500 - Managing People and Organizations .
  

  • MBA 522 - Health Care Marketing

    (3 credits)
    This course is designed to study the use of marketing concepts, functions, and policies within health service organizations. This course examines the environment, buyer behavior, product development, price, distribution, promotion, and advertising of health care services. This course also focuses on the role of marketing in the health care industry; market development for health related services; tools of health care marketing; market research and access to health care, role of insurance in health care marketing; process and planning of strategic marketing.
  

  • MBA 523 - Health Policy and Strategic Planning

    (3 credits)
    This course is intended to provide the learner with a broad overview of the health care system in the United States, while equipping the student with knowledge sufficient to make basic analysis of emerging policy decisions. The examination of the structure of the health care system will provide a forum for discussion and analysis of issues of current concern recently featured in the nation’s media.
  

  • MBA 524 - Healthcare Information Systems

    (3 credits)
    This course provides students with knowledge and skills to conceptualize, design, and utilize computer and telecommunications systems to promote best practices and provide quality health care. This health information systems course also covers topics in improving operations, such as patient flow, quality (concepts and mechanics), billing and reimbursement systems, and process improvement. Students will design a technology-based approach to solve one or more healthcare problems, using a team approach. Students will become familiar with systems, methods, and resources for implementing change in healthcare settings, such as hospitals or outpatient clinics. Fall, Summer.
  

  • MBA 525 - Management Information Systems

    (3 credits)
    This course is designed to introduce MIS concepts and theories to the student. Topics covered include the role of information systems in improving the efficiency and effectiveness of organizations; planning and designing a comprehensive information system including procedures and forms for reporting, evaluation, and operational decision making; an appreciation of modern computer/communications technology and the potential economic trade-offs this implies.
  

  • MBA 526 - E-Business for the Enterprise

    (3 credits)
    This course will explore the current state of E-Business. Students will study the four major segments of the E-Business marketplace which are: Customer to Customer E-Business (C2C); Business to Customer E-Business (B2C); Business to Business E-Business (B2B); Government to Customer (G2C). Other topics that the course considers are online advertising, online consumer behavior, corporate web strategies, and the legal and societal issues of e-commerce.
  

  • MBA 527 - IS Project Management

    (3 credits)
    This course covers the factors necessary for successful management of information systems development or enhancement projects. The course will cover management issues associated with packaged software implementation, in-house developed systems, and outsourced projects. Course topics include: managing the system life cycle, the project timeline, the project budget, and the scope of the project. Students will utilize software tools for project tracking and monitoring. As well, behavioral aspects of project management will be explored including team collaboration and conflict resolution.
  

  • MBA 528 - Advanced Excel for Business Applications

    (3 credits)
    With its tremendous ability to analyze data to create and communicate a wealth of information, Excel is the industry-standard spreadsheet application in the world of business. This course will provide you with practical hands-on experience using Excel’s most advanced and sophisticated features. The course will help you develop an advanced level of expertise with this powerful tool that you can apply in your future career.
  

  • MBA 529 - Selected Issues in Information Systems

    (3 credits)
    This course covers advanced or exploratory topics and issues within the discipline of information systems. The focus and content of this course will vary by offering. Topics which may be addressed include but are not limited to: information security and assurance, network management, database management systems, strategic information systems management, and ethical issues in management information systems.
  

  • MBA 530 - Analysis and Interpretation of Financial Statements

    (3 credits)
    A study of the fundamental issues in corporate reporting and analysis. Emphasis will be placed on financial analysis standards and practices. Case studies will be used as a means of giving the student an appreciation of “real world” difficulties in resolving financial reporting and analysis issues. Prerequisites: MBA 498 - Financial Accounting  or (ACCT 101 ).
  

  • MBA 531 - Financial Accounting Theory

    (3 credits)
    A detailed review of the theory behind generally accepted accounting principles. Comprehensive examination of the conceptual framework of financial accounting and reporting. Emphasis on impact of the theories and concepts of financial accounting on professionals in the field. Prerequisites: ACCT 202 - Intermediate Accounting II .
  

  • MBA 532 - Corporate Taxation and Research

    (3 credits)
    An introduction to the tax laws which govern the formation, operation and dissolution of corporations. Common corporation transactions and the resulting consequences to the corporation and its shareholders will be studied and proper methodology for approaching, researching, and communicating conclusions concerning tax issues embedded in a given set of factual circumstances will be employed. Prerequisite: MBA 498 - Financial Accounting  or (ACCT 101 ).
  

  • MBA 533 - Forensics Accounting & Fraud Investigation

    (3 credits)
    The course will cover the major methods employees use to commit occupational fraud. Students will learn how and why occupational fraud is committed, how to assess where an organization is at the greatest risk for fraud, how fraudulent conduct can be deterred, and how allegations of fraud should be investigated and resolved.
  

  • MBA 534 - CPA Review

    (3 credits)
    This course is designed to provide a foundation in preparing for the CPA Exam.  Class sessions cover overview of GAAP, the conceptual framework of financial reporting by business entities, fair value principles, general financial statements, intercompany transactions, special purpose framework, select financial statement accounts and analysis, select transaction recording, and GASB.  Additionally, students will learn techniques throughout the course to develop essential study habits necessary for successful completion of the CPA exam. 
  

  • MBA 540 - Marketing Research

    (3 credits)
    This course will examine marketing research design, implementation, analysis and interpretation. It will promote appropriate and ethical marketing research and its applications. The course will also explore the business decision making that can benefit from marketing research. Marketing Research goes beyond gathering information. The research manager must comprehend business situations, understand their financial and marketing implications, and ultimately make recommendations that will benefit the business. This class will integrate classroom studies and apply them to real world situations.
  

  • MBA 541 - Promotion Management

    (3 credits)
    This class will provide more detail for promotions, one of the elements of the marketing mix. Students will explore the dynamics of elements of the promotional mix and their relationship to marketing strategies and the marketing mix.
  

  • MBA 542 - Global Marketing Management

    (3 credits)
    Identifying opportunities and analyzing emerging trends in foreign markets. Distinctive culture, social, economic, and political characteristics and the need for alternative methods and strategies in the application of marketing concepts and principles, challenges in marketing research, problem solving and decision making from the viewpoint of the marketing executive in an international perspective.
  

  • MBA 543 - Principles of Selling and Sales Force Management

    (3 credits)
    Personal selling is one of the elements of the Promotion Mix. Theory and application will be combined as the course identifies how personal selling is used strategically and tactically to execute marketing plans. Principles of professional salesmanship and relationship selling will provide a foundation for managerial material to plan, organize, staff, train, operate and evaluate a successful sales force.
  

  • MBA 544 - Corporate Responsibility & Sustainability

    (3 credits)
    This course will equip students with an understanding of the theories behind Corporate Responsibility and Sustainability and the tools to implement and manage such initiatives.  Students will learn the broader responsibilities of business and how managing those responsibilities effectively leads to a more successful business. Students will learn the benefits of taking the long-term view for successful value creation.
  

  • MBA 545 - Digital Marketing

    (3 credits)
    This course outlines the current practice and surrounding theories of digital media encompassing both managerial decision-making as well as marketing strategy. Digital media channels reviewed include: Search Engine Optimization (SEO), Paid Search, Social Media, Paid Social, Display Marketing, Shopping/E-Commerce, Email Marketing, and Mobile. Students will also learn the decision-making criteria behind each of these disciplines by using analytic measures and data visualization tools. Fall, Summer.
  

  • MBA 550 - Strategic Management

    (3 credits)
    A capstone seminar in the formulation and administration of organizational planning and policy. The student is given the opportunity to utilize, integrate, and apply the theories, concepts, principles, and techniques acquired in his/her other MBA coursework (i.e., marketing, management, accounting, finance, statistics).
  

  • MBA 555 - Ethical Decision Making and Social Responsibility of Business

    (3 credits)
    Examines major issues of social impact and social responsibility between an organization and the society of which it is a member. Discusses the issues of politics and public policy, managerial roles and conduct, economics, morality and ethics, which result from modern society’s evolution into a social responsibility and its major problems and limitations. Consideration given to: the legal framework within which economic activity occurs; the casual relations and response pattern of business to selected current social issues and problems; and attempts to identify the implicit ethical assumptions of the interaction of legal and social issues with the business community. Prerequisites: Completion of MBA Integrative Core: MBA 500 , MBA 501 , MBA 502 , MBA 503 , MBA 504 , MBA 505  and MBA 506  or permission of the MBA program director.
  

  • MBA 560 - Sports Management

    (3 credits)
    Provides an overview of sports industry with a focus on the sports management profession. The course focuses on applying leadership and management principles within the context of the sports industry and explores both contemporary issues and future considerations for organizations within the sports industry. Sport law and sport ethics concepts are also presented in this course. The range of sports management-related topics include: professional sports entertainment, amateur sports entertainment, sports goods and services, and hospitality and events management.

     
  

  • MBA 561 - Sports Marketing

    (3 credits)

    Investigates principles and processes in sport marketing and sales. Focuses on research and development, sport promotion, sport sponsorship, advertising, social media, merchandising, selling, and distribution of sporting events and goods. The course builds upon the strategic marketing knowledge base and provides an overview of all the issues faced by marketing professionals within the sport industry and outside the industry who market through sports. Students will be introduced to the marketing concepts, theories, and tools relevant to the sport industry, and examine the difference between the use of sports for marketing and the use of marketing in sports. The course will focus is on how companies develop, execute and measure marketing strategies and tactics used by sports teams, facilities, leagues and other organizations to market their products and services to consumers/customers.

    Note: For students seeking the Sports Management Concentration in the MBA program, MBA 561 can be substituted for the MBA 502 Strategic Marketing in the Global Economy course that is required in the Integrative MBA Core Curriculum.

  

  • MBA 562 - Sports Law

    (3 credits)
    This course examines the legal, financial, moral, and policy issues and disputes that arise in the world of amateur and professional sports. This course will demonstrate how constitutional law, contract law, tort law, labor, and anti-trust law, apply specifically apply to the sports industry. In addition, the course will provide a fundamental understanding of the court system and how legal issues are decided. Relevant legal cases and concepts will be incorporated. The course will review some of the current and comprehensive legal developments affecting high school, college, Olympic, and professional sports. We will discuss new landmark judicial decisions, as well as significant NCAA infractions cases and Olympic sports arbitration awards. Students are also provided an opportunity to debate complex issues related to the application of antitrust, labor, and intellectual property law to sports. We will approach the issues from the perspective of various players in the sports industry, such as the sports lawyer, corporate counselor, university administrator, team manager, various sports regulatory bodies, and, of course, the athletes, and fans. 
  

  • MBA 563 - Sports Facilities and Event Management

    (3 credits)
    An understanding of the critical role of managing sports events and facilities is the primary theme of this course. Topics include constructing a facility, conducting feasibility studies, financing a facility, identifying specific types of facilities, producing events, day-to-day operations, concessions, risk management, maintenance, franchise interaction, and the career paths to become a successful sports event and/or facility manager. Sports event management topics covered include protocols in planning sports events, risk management assessment, celebrity contracts, media marketing and advertising, sponsorship, merchandising, hospitality, and assessment of event success.
  

  • MBA 564 - Intercollegiate Athletics in Higher Education

    (3 credits)
    This course is designed for college administrators and coaches from all disciplines with the intent of enhancing the understanding of the role of intercollegiate athletics in higher education. Through an in-depth consideration of the history, present, and future of sport within the context of colleges and universities, students are prepared to work effectively with athletics administrators, coaches, and student-athletes in the campus environment. Class participants will examine the role intercollegiate athletics plays within the higher education community and the larger society. The reasons for the often-perceived divide between the academics and athletics “sides” of campus is examined, as well as ethical issues facing sports in higher education today.
  

  • MBA 565 - Sports Communications

    (3 credits)
    An overview of the field of sport communications. Course content includes models of sport communication, traditional and new media, sport advertising, public relations, media relations, and employment opportunities. Students will have the opportunity to critically assess the communications efforts of collegiate and professional sports organizations. Emphasis is on media relations and skills essential for sports communication professionals, including handling media interactions across platforms, problems, crises, and integration of positive communications strategies that align with the strategic goals of sports organizations.
  

  • MBA 570 - Ethical Issues in Sports

    (3 credits)

    Students will examine the conceptual framework for ethical decision-making using sports as a prism to examine normative perspectives. Varied ethical perspectives are analyzed through the conflicts presented in critical sports-related questions. Course readings and lectures examine the theoretical constructs of ethical decision-making from Christian and non-Christian positions, giving specific attention to Franciscan values and the Franciscan Goals of Higher Education.  

    Athletes, coaches, physical therapists, trainers, and sport managers in sport frequently face difficult decisions and dilemmas, often with ethical and moral implications. It is therefore critical for current and future participants and leaders in sport to explore their understandings of moral and ethical concepts and principles and how these understandings inform decision-making and policy in sport. This course will challenge students to examine ethical issues central to contemporary sport. Students will learn to recognize moral questions, understand various ethical theories and how to apply them to solve moral problems, and develop an appreciation for philosophic inquiry concerning a pervasive and powerful part of American society.


Master of Health Sciences
  

  • MHS 503 - Research Methodology

    (3 credits)
    All students must start their curriculum by taking MHS 503 Research Methodology as either their first or second course. This course will teach students how to construct a quality research question, mine databases for research articles, interpret, and assimilate research. This course also introduces students to the APA writing format required for the remainder of the program. Spring.
  

  • MHS 504 - Issues in Clinical Practice

    General Elective (3 credits)
    This course will examine contemporary health care issues and practices. The content will change on a regular basis to reflect timely concerns. The content of the course will equip students to engage in dialogue with other providers and administrators related to current and evolving health care issues.
  

  • MHS 505 - Ethical Issues in Practice

    (2 credits)
    This course will provide the student the opportunity to learn a structured approach in understanding the relationships between important ethical schools of thought and developing an ethical thinking process. The purpose of this course is to provide the master’s level student with information and guidance to understand the principles of bioethics and how to make appropriate decisions in those difficult situations that require insight in ethical decision making. Fall 2.
  

  • MHS 508 - Healthcare Systems Management

    (3 credits)
    This course is an overview of the components, structure, and functions of the rapidly changing U.S. health care system. Students are introduced to service settings, personnel, governmental roles, managed care financing, performance measurement, and the overall impact on health leaders. Fall 2.
  

  • MHS 509 - Communication for Health Care Professionals

    (3 credits)
    This course examines communication within the settings, roles, and issues relating to health care professionals. Through the examination of theoretical frameworks and communication techniques, emphasis will be placed on the roles of communication in health, health and risk behavior, health care, and health promotion including interpersonal, organizational, and media contexts. Spring 2.
  

  • MHS 513 - Clinical Residency Project

    (4 credits)
    This is the master’s capstone project providing the opportunity for students to build a body of knowledge in a specific health discipline through preparation and development of an evidence-based project. The project will require students to identify an unmet need related to the health and wellness of an identified community and develop a project or program that could improve health related outcomes within that community. Summer.
  

  • MHS 515 - Leadership

    (3 credits)
    This course is intended to give the student an in-depth understanding of leadership theories and application techniques in healthcare. This class will provide students with a greater appreciation of the leadership process while cultivating critical thinking and problem solving skills. Summer 2.
  

  • MHS 516 - Special Topics: CAMs

    (3 credits)
    This course is intended to provide students with a general overview of traditional (Western) and non-traditional (Complementary and Alternative) health care/medical interventions and care service delivery. The course will focus on comparing and contrasting biomedicine to CAMs on numerous levels and examine the evidence supporting the use of CAMs.
  

  • MHS 518 - Strategies in Health Policy

    (3 credits)
    The student will examine the policy making processes and strategies for change related to their specific health care environment. Critical policy analysis related to the healthcare industry is necessary for change and improvement, and understanding the potential implications of policy decisions is vital. The formulation of strategies and solutions to individual policy issues will be the focus of learning activities. Summer 1.
  

  • MHS 520 - Diversity in Healthcare

    (3 credits)
    With an understanding of the growing cultural diversity in the United States, this course focuses on preparing students in health professions to become culturally competent individuals. Students will acquire knowledge relevant to various cultural practices and explore cultural belief systems on health care topics. Fall 1.
  

  • MHS 522 - Grant Basics: Writing Effective Grant Proposals

    General Elective (3 credits)
    Grant or proposal writing is an important function for any leader. Preparing successful proposals to receive funding from corporations, foundations, or government entities requires careful research, thorough planning, and skilled writing. This graduate-level interdisciplinary course will introduce the grant-writing process and will detail the essential steps of developing the idea, locating funding sources, planning and prioritizing the project, and crafting the grant proposal. The course will culminate with the submission of a grant proposal and students may have their proposal “funded” or “declined”.
  

  • MHS 523 - Health Promotion Across the Lifespan

    (3 credits)
    Clinicians are among the most powerful people to cue others to take action toward wellness, prevention, and health promotion. This course is designed to provide health care providers with both the theoretical knowledge and practical skills they need to provide high-quality clinical preventive services related to individual health and healthier behaviors throughout the lifespan of their patients.
  

  • MHS 524 - Introduction to Public Health

    (3 credits)
    This course serves as an introduction to the public health system. Students will review historical developments, explore the role of the government, and study the application of epidemiology to analyze contemporary public health issues. Fall 1.
  

  • MHS 530 - Quality and Performance for Health Leaders

    (3 credits)
    This course provides the fundamental concepts of quality control and performance management. Students are challenged to go beyond theoretical models to focus on day-to-day responsibilities and realities of health leaders to include planning, organizing, facilitating, and controlling quality and service improvements in health organizations. Summer 2.
  

  • MHS 532 - Conflict Resolution for Health Leaders

    (3 credits)
    The ability to address and resolve conflict is a key trait of today’s health care leaders. In this course, students will gain a solid grounding in the theories and practice of conflict management and alternative dispute resolution. With a focus on practical skill development, students will explore strategies and tools to resolve internal and external conflicts as well as address disputes between regulators and the regulated. Spring 2.
  

  • MHS 540 - Theories in Health Education

    (3 credits)
    This course will introduce students to major theories, models and frameworks frequently used to plan health promotion and disease prevention programs. Students will understand the importance of using theory to guide the design of health education interventions and apply appropriate theories at the individual and community levels in context with economic, legal and cultural factors. Spring 1.
  

  • MHS 541 - Designing Instruction for Health Programs

    (3 credits)
    This course will provide an overview of the facets involved in designing sound instruction for health care programs. Specifically, the course will address the phases of the ADDIE process to include analyzing, designing, developing, implementing, and evaluating learning initiatives. Summer 2.
  

  • MHS 542 - Program Planning and Implementation

    (3 credits)
    This course will provide theoretical and practical application in planning community health promotion and education programs. Students will systematically approach the process of program planning by identifying needs, developing achievable goals, and designing appropriate strategies/interventions to implement effective health education programs within communities. Spring 2.

Master of Human Resource Management
  

  • MHRM 510 - Labor Law

    (3 credits)
    This course explores the complicated relationships between management and labor as defined in labor law. It emphasizes the rights and responsibilities of labor unions in bargaining for wages, hours of work and the conditions under which work is performed. The course also presents the corresponding rights and responsibilities of management in negotiating and administering the labor contract.
  

  • MHRM 512 - Employment Law

    (3 credits)
    This course addresses the increasingly more important and complicated role that law and regulation play in defining the responsibilities of employers towards their employees. It frames the legal context in which policies and practices pertaining to recruitment, selection, placement, evaluation, discipline and discharge are drafted and implemented.
  

  • MHRM 513 - Staffing: Recruitment, Selection and Retention

    This course addresses the key issues of 1)defining employee skills and manning levels needed by an organization to compete successfully, 2)identifying effective and efficient sources of talent and accessing those sources to obtain qualified job applicants, 3)screening and qualifying applicants for positions, and 4) extending offers of employment, coordinating acceptances and orienting new employees to the organization and the work unit.
 

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