The Lincoln University - University City
MASTER
OF SCIENCE IN ADMINISTRATION
MSA Curriculum
Foundation
Courses (18 Credits)
Students must take ALL courses unless granted an exemption or
waiver due to satisfactory demonstration of competence and/or
completion at the undergraduate or graduate level.
Course
Number |
Course
Description |
Credits |
MSA
600 |
Business
Mathematics |
3 |
MSA
610 |
Business
Statistics |
3 |
MSA
620 |
Financial
Accounting |
3 |
MSA
630 |
Economics
for Managers |
3 |
MSA
640 |
Business
Management |
3 |
MSA 650 |
Marketing
Management |
3 |
|
Total
Credits |
18 |
Core
Courses for Finance & Human Resources Management Concentrations
(24 Credits)
Students must take ALL courses, unless an exemption or waiver
is granted due to previously completed graduate work and/or the
acceptance of transfer graduate credits.
Course
Number |
Course
Description |
Credits |
MSA
700 |
Business
Research Methods |
3 |
MSA
710 |
Management
Information Systems |
3 |
MSA
720 |
Human
Resources Management |
3 |
MSA
730 |
Organizational
Behavior |
3 |
MSA
740 |
Corporate
Finance |
3 |
MSA
750 |
Strategic
Marketing Management |
3 |
MSA
790 |
Strategic
Management |
3 |
MSA
800 |
Integrated
Capstone Research Project |
3 |
| |
Total
Credits |
24 |
Finance
Concentration (15 Credits)
Students must take MSA 744, 752, 778 and Two additional courses,
unless a waiver or exemption is granted due to previously completed
graduate and/or the acceptance of graduate transfer credits.
Course
Number |
Course
Description |
Credits |
MSA
744 |
Advanced
Corporate Finance |
3 |
MSA
752 |
Financial
Institutions and Markets |
3 |
MSA
778 |
Securities
Analysis and Investment Management |
3 |
|
Concentration/Credit
Requirements |
9 |
|
|
|
|
Finance
Electives |
|
MSA
754 |
Financial
Engineering |
3 |
MSA
756 |
International
Finance and Economics |
3 |
MSA
758 |
Derivatives |
3 |
MSA
776 |
Public
Finance and Political Economy |
3 |
MSA
780 |
Entrepreneurship
and Venture Capitalism |
3 |
MSA
782 |
Mergers,
Acquisitions and Divestitures |
3 |
MSA
784 |
Behavioral
Finance |
3 |
| |
Total
Elective Credit Requirements |
6 |
Total Credit Requirements for Finance Concentration (9+6) 15
Human
Resources Management Concentration (15 Credits)
Students must take MSA 760, 762, 764 and Two additional courses,
unless a waiver or exemption is granted due to previously completed
graduate and/or the acceptance of graduate transfer credits.
Course
Number |
Course
Description |
Credits |
MSA
760 |
Employee
and Labor Relations |
3 |
MSA
762 |
Compensation,
Benefits and Pension Planning |
3 |
MSA
764 |
Organizational
Staffing |
3 |
| |
Concentration/Credit
Requirements |
9 |
| |
|
|
| |
Human
Resources Management Electives |
|
| MSA 722 |
International
Human Resources Management |
3 |
| MSA 742 |
International
Business Management |
3 |
| MSA 766 |
Labor
Economics |
3 |
| MSA 768 |
Supply
Chain Management |
3 |
| MSA 770 |
Public
Policy and Administration |
3 |
| MSA 772 |
Legal,
Ethical and Regulatory Environment of Business |
3 |
| MSA 774 |
Leadership |
3 |
| |
Total
Elective Credit Requirements |
6 |
Total Credit Requirements for Human Resources Management Concentration
(9+6) 15
MSA
Integrated Capstone Research Project
The capstone course, MSA 800, is an independent research project
that critically integrates the theoretical concepts of the program
with the occupational, career and post-graduate interests of the
student. The research project gives students the opportunity to
identify an issue or problem that merits in-depth investigation.
The investigation involves identification of a topic, application
of a business research design model, undertaking a literature
review, quantitative and qualitative collection of historical,
current and/or extant data, data analysis and an action-oriented
75 – 100 page report of research findings and recommendations.
Capstone models the format and structure of a graduate thesis.
A Department
of Economics and Business Administration faculty member will supervise
students with an interest in his/her area of specialization from
research proposal development to research project completion.
MSA Seminars (4 Credits)
To be offered periodically.
Course
Number |
Course
Description |
Credits |
| MSA 792 |
Seminar
in Global Financial Management |
1 |
| MSA 794 |
Seminar
in Global Human Resources Management |
1 |
| MSA 796 |
Seminar
in Public Policy and Management |
1 |
| MSA 798 |
Seminar
in Business, Professional and Organizational Ethics |
1 |
| |
Total
Credits |
4 |
The seminars
will address global and domestic issues in the contemporary and
competitive environment of finance, management and public policy.
The impact of policy issues (economic, environmental, global,
legislative, political and technological) upon an organization’s
ability to execute its financial and management strategies, within
the context of ethical issues, will be identified, studied and
applied. Where appropriate, cases and empirical studies from business
and industry, trade journals and government literature will be
used as supplementary pedagogical tools.
These seminars
will be adaptive and updated regularly to reflect emerging trends
in the public and private sectors.
Master
of Human Services (MHS) Business Management Emphasis (16 Credits)
Students must complete ALL courses unless in the judgment of the
admissions committee and academic advisor, an applicant can demonstrate
satisfactory completion of any of the following courses at the
undergraduate or graduate levels. A course waiver or exemption
may be granted.
Course
Number |
Course
Description |
Credits |
MSA
600 |
Business
Mathematics |
3 |
MSA
610 |
Business
Statistics |
3 |
MSA
620 |
Financial
Accounting |
3 |
MSA
630 |
Economics
for Managers |
3 |
MSA
635 |
Financial
Management |
3 |
MSA
SEM |
Seminar
in Human Resources Management |
1 |
| |
Total
Credits |
16 |
The Business
Management emphasis is specifically designed for MHS students
who wish to gain exposure to a subset of business disciplines
to efficiently and effectively execute their executive and strategic
responsibilities as managers, leaders and entrepreneurs in their
chosen profession or enterprise. An MHS student or graduate who
wants to pursue an MSA degree in either the Finance or Human Resources
Management track must complete the MSA core and concentration
courses for the appropriate discipline.
MSA
Faculty
As an applied graduate
program, MSA seeks to attract a diverse student population who
are recent college graduates, returning students, and entry-level,
middle management and executive professionals with experience
in public and private sector employment. Full-time and adjunct
faculty members with real-world capabilities and teaching and
academic experiences deliver instruction to this student population
in an environment that fosters collaborative, team-based learning
using state-of-the-art information, disruptive and knowledge-based
technologies. Students are academically and experientially enriched
through the dynamic interaction that exists with experienced professors
who have distinctive competence in their disciplines. The MSA
model engenders a symbiotic pedagogical relationship.
MSA
Graduates
Students who
graduate from the MSA program are qualified to pursue advanced
certification and/or post-graduate studies beyond the master’s
degree in their chosen field. Graduating students are often promoted
to managerial and executive-level positions in their profession
or obtain employment in the financial services industry, government
service, academic institutions, and technology and industrial
sectors.
MSA
Course Descriptions
MSA
600 Business Mathematics 3 Credits
This is a fundamental course that integrates a comprehensive understanding
of mathematical concepts, algebraic and logarithmic functions
with real-world applications of personal and commercial business
problems. Internet resources and Excel spreadsheets will be used
to reinforce learning.
MSA
610 Business Statistics 3 Credits
This course introduces students to core statistical concepts and
applications as they apply to a variety of functional areas in
business, such as accounting, economics, finance, information
systems, management, and marketing. Spreadsheet and statistical
software will be used to integrate the fundamental statistical
concepts of data collection and interpretation, forecasting, frequency
distribution, descriptive measures, probability, distribution,
confidence interval, hypothesis, chi-square, and regression analysis
and experimentation. These concepts are adapted and applied in
a managerial decision-making context.
Prerequisite: MSA 600
MSA
620 Financial Accounting 3 Credits
Financial accounting provides students with the ability to intelligently
read, analyze, interpret and critically assess financial statements
and reports published by organizations. Students develop a basic
understanding of the balance sheet, income statement, statement
of cash flows, and statement of retained earnings. Financial and
accounting activities associated with the income statement and
balance sheet, such as revenue recognition, assets, liabilities,
investments, taxes, expense recognition, profits, credit analysis/ratios,
and equity analysis are covered.
Prerequisite: MSA 610
MSA 630 Economics for Managers 3
Credits
The goals of this course are to present basic macroeconomic and
microeconomic theories and concepts from the standpoint of managers
who must make decisions that are influenced by internal and external
economic forces in the business environment. Using numerous applications,
examples, illustrations and case analysis, this course integrates
the fundamental economic principles of supply, demand and equilibrium;
production and cost analysis; market structures (perfect, monopoly,
monopolistic and oligopolistic competition); pricing strategies;
macroeconomic activity (GDP, CPI, PPI, fiscal and monetary policies,
labor force, international trade, capital flows); consumption
spending (individuals, firms, governments); money and banking;
aggregate macroeconomic model; and balance of payments issues.
Students will integrate both microeconomic and macroeconomic tools
and models to develop strategies that aid in managerial decision
making.
Prerequisite: MSA 620
MSA 635 Financial Management 3 Credits
This course presents an introduction to the fundamental concepts
underlying financial management. It integrates the important principles
and applications of valuation and its effects, financial statements,
long-term and short-term financial planning and management, capital
budgeting, cash management, financial policy, risk and return,
and corporate finance. The role of the financial manager as a
decision maker is emphasized. Prerequisite: MSA 610, 630
MSA 640 Business Management 3 Credits
Business management is a foundation course that introduces students
to the major themes in the field of management. These themes are
built around several overarching issues: management challenges
in a global context; the administrative process of strategic planning,
organizational design, decision-making and quality control; and
the ethical leadership and management of human capital resources.
The dynamics of the internal and external political-legal, social,
economic, and technological environments are studied and analyzed
for their organizational impact on the management process. Exercises,
case studies, video presentations and a written paper on a current
topic are employed to reinforce the management concepts.
Prerequisite: MSA 635
MSA
650 Marketing Management 3 Credits
A focus of this course is the identification and application of
creative and innovative concepts to the development and implementation
of current and future marketing strategies. Students will be exposed
to the marketing framework that involves building long-term customer
relationships, understanding buyers and markets, selection of
target markets, product design, distribution and supply chain
management, promotional and pricing decisions, and ethical issues
surrounding online, offline, digital and Internet marketing. Technological
innovation in marketing (RFID, applications of blogs and cell
phones), off shoring, relationship marketing, viral marketing,
data mining, interpretive research and competitive intelligence
are covered. This course incorporates PowerPoint presentation
slides and cases into the lectures to enrich the learning experiences
of students. Students will develop a capstone end-of-semester,
customer-oriented marketing strategy and marketing plan.
Prerequisite: MSA 640
MSA
690 Seminar in Human Resources Management for MHS students 1 Credit
This seminar will focus on contemporary, empirical and scholarly
issues in human resources management from a theoretical and practitioner
point of view.
Prerequisite: Permission of Program Director/Chairman
MSA
700 Business Research Methods 3 Credits
This course is designed to teach students the fundamentals and
application of business research techniques and methods that for-profit
and non-profit organizations use to execute qualitative and quantitative
managerial decisions. The scientific method that facilitates pure
and applied research, empirical and abstract realities will be
considered within the context of problem identification, opportunities,
strategy implementation and research evaluation. The role of information
technology, particularly the Internet, in business research and
its influence on global business transformation will be explored.
Factors, such as CBA (cost-benefit-analysis), data sources and
availability and other issues that impinge on managerial decision
to conduct research is also a key focus of this course. Research
process, stages and methods for data collection concludes the
first part of the business research process.
MSA
710 Management Information Systems 3 Credits
Management information systems technology is pervasive in every
aspect of an organization. A modern enterprise’s competitive
capabilities, productivity, efficiency and effectiveness are dependent
on the workforce’s ability to understand, use and apply
technology to achieve organizational goals. Because of its dynamic
nature, managers are required to be at the cutting-edge of current,
emergent, and disruptive information systems technologies. Unlike
traditional MIS instructional delivery, this innovative course
departs from tradition by first discussing the organizational
strategic business initiatives and then analyzes how the available
technologies can be harnessed to support them. The hypothesis
is that business decisions should drive technology decisions and
choices. The course will cover and integrate the core theories,
concepts and applications of the MIS discipline and strategic
business management. Students’ knowledge of the discipline
will be enhanced through questions, case studies, exercises, and
group and individual projects.
MSA
720 Human Resources Management 3 Credits
Human resources departments exist to assist employees and organizations
achieve and execute their goals and objectives. Since the major
constituent of organizations is people, human resource departments
face many challenges arising from the demands of the employees,
the organization, society, global and domestic competition, and
government regulations. This course approaches human resources
from a strategic management viewpoint. Strategic human resource
management is concerned with all of the firm’s employees,
not just the operational personnel. It involves setting goals
and executing action plans that enhance overall corporate and
functional departmental strategies. The human resource department
operates synergistically with all of the enterprise’s strategic
business units, such as finance, production, manufacturing, marketing
and sales, and others. The strategic management approach recognizes
that all managers are human
resources executives who selects, hires, trains and develops,
compensates and rewards, and separates people from the organization.
Case studies and hands-on information technology HRM applications
will supplement instructional delivery.
MSA
722 International Human Resources Management 3 Credits
The growth of multinational, global and transnational enterprises
and the proliferation of information and communication technologies
have compressed geographic, organizational, and nationalistic
boundaries. Human resources managers are confronted with the task
of negotiating the strategic drivers of human resources policies,
practices and activities at the local, domestic and international
levels.
Building on, and extending
the application of MSA 720, this course will examine the models,
framework and institutional constraints that are influencing the
convergence of international and global systems of human resources
management strategies. The major human resources activities of
recruitment, selection, performance evaluation, training and development,
compensation and separation, organizational values and ethics
will be analyzed from an international and domestic perspective.
Contemporary issues
in human resources, such as knowledge management, growth of the
internationally mobile employee, e-commerce, the e-enablement
of human resources functions, Internet, intranets, balance scorecard
and the mechanisms for policing and managing this diverse configuration
in multinational enterprises are studied and applied in research
activities and case study analysis.
Students will be encouraged
to seek careers in International Human Resources Management.
Prerequisite: MSA 720 or Permission of Program Director/Chairman
MSA
730 Organizational Behavior 3 Credits
The purpose of this course is to provide a conceptual, theoretical,
experiential, and applied understanding of the structure and function
of human behavior in organizations. Sociological, anthropological,
psychological, political and behavioral influences that affect
employee and organizational motivation, productivity, efficiency
and effectiveness will be explored. Specific emphasis will be
placed on ethical issues, perception, decision-making, communication,
leadership, job design, conflict resolution, and group behavior
as they relate to employee-employer relations, organizational
power, politics, team building, change management, and development.
The impact of globalization and information technology on the
dynamics of organizational behavior and performance in the twenty-first
century is a major consideration in enterprise innovation, creativity
and competitiveness. Contemporary scholarly research and cases
in the field of organizational behavior will enhance textual material.
Prerequisite: MSA 720 or Permission of Director/Chairman
MSA
740 Corporate Finance 3 Credits
Fundamentally, corporate finance functions support the organizational
objective to manage for value and sustaining shareholder wealth
creation through growth strategies and innovative and adaptive
techniques that maximize return and minimize risk in a competitively
dynamic global and domestic environment. Corporate financial management
tools and strategies include financial reporting, risk management,
treasury and investment management, capital planning, tax planning,
financial optimization, EVA, financial markets, mergers and acquisitions,
real options, pricing strategy, Monte Carlo simulation, and performance
assessment metrics using the balance scorecard model and real-time
financial systems. Through use of problems, case studies, simulation,
and assignments, students will explore the application of the
financial tools and techniques in a broad cross section of industries
and enterprises.
Prerequisite: MSA 635, or Undergraduate business degree with finance
course work.
MSA
742 International Business Management 3 Credits
This course will focus on the globalization of international business
management as well as the strategic and operational structures
of business enterprises within the context of marketing, human
resources, manufacturing, production, accounting, technology,
finance, international trade and investment, monetary systems,
and ethics. The impact of intercultural and cross-cultural negotiation,
national differences and politics on the strategic management
of international businesses will be studied for application to
domestic and global enterprises. Consideration will be given to
the major application theories of international business management
and the financial and economic systems and institutions that influence
and regulate them. Several case studies in multinational enterprises
will supplement and augment the application theories.
Students will be intellectually
and experientially challenged to think globally, develop an interest
in international careers, and pursue study-abroad programs and
international internship opportunities to enhance their academic
knowledge.
Prerequisite: MSA 722, 740 or Permission of Program Director/Chairman
MSA
744 Advanced Corporate Finance 3 Credits
Advanced corporate finance provide a comprehensive grounding in
corporate financial policies, strategies and managerial decisions
as they relate to an organization’s capital structure and
capital investment decisions and projects; governance and complex
financial ownership structures; principal-agent stakeholder relationships
and conflicts; dividend and repurchase issues; mergers, acquisitions,
and divestitures; financial distress, liquidation and resolution;
risk management and insurance; and economic rationalization. Using
theoretical and empirical studies and practices, the course will
expose students to the Modigliani-Miller (M&M) proofs of capital
structure irrelevance; financial decisions under ideal or perfect
market conditions and market imperfections; Capital Asset Pricing
and Black-Scholes Option Pricing Models; information asymmetry
between a publicly traded firm and outside investors; the role
of capital markets, the government, board oversight, the firm’s
industry, and debt and equity management on the firm’s financial
policies and strategies and organizational architecture. This
courses extends the theoretical and applications concepts of MSA
740.
Prerequisite: MSA 740
MSA
750 Strategic Marketing Management 3 Credits
Strategic marketing examines fundamental theoretical and applied
concepts and processes that are involved in the design, implementation
and execution of market-driven strategies for business, industry
and public sector enterprises. The material blends business strategy
with marketing strategy from both national/domestic and global
points of view. The influence of the external, internal and competitive
environment on a firm’s marketing strategy development will
be evaluated. Approaches to the development of marketing analysis,
plans, segmentation, CRM, value chain strategies, pricing and
promotion/sales are studied and applied in project and case assignments.
The impact of the Internet, e-commerce/business, as well as ethical
dilemmas and privacy issues are given due consideration. A comprehensive,
capstone marketing plans and design strategy, using information
technology software is a requirement of this course.
Prerequisite: MSA 710, 740
MSA
752 Financial Institutions and Markets 3 Credits
Modern financial institutions and markets operate in a dynamic
environment that is witnessing increased global integration as
financial intermediaries transform into a singular financial services
industry. Fuelled by innovation, technology, regulation, taxation,
and competition, once sacrosanct boundaries between traditional
industry sectors and international barriers have been breached.
The reintegration of and coalescing within the financial services
industry has meant a renewed emphasis on profitability and the
development of management and corporate strategies to control
institutional and investor risk. In addition to an emphasis on
risk measurement and management, this course will cover asset
securitization, securities markets, off-balance-sheet activities,
financial institutions, globalization of financial services, financial
statement analysis and loan applications, securities trading activities,
regulation, industry trends and characteristics, and interest
rates. Students will use and apply analytical models, tools and
techniques to gain a greater understanding of the operations of
a modern financial institutions and markets.
Prerequisite: MSA 744
MSA
754 Financial Engineering 3 Credits
Financial engineering is a hybrid, interdisciplinary course that
integrates several major areas and activities in finance, economics,
management, mathematics, statistics, quantitative methods, accounting,
computer science, business research and decision modeling. The
application of higher level theoretical, empirical, conceptual,
modeling, and experiential tools from these disciplines to problems
in derivative securities valuation, portfolio structuring, risk
management, scenario simulation, strategic management, dynamic
investment strategies, and securities trading are emphasized.
Legal and regulatory issues in financial engineering will be explored.
Prerequisite: MSA 744, 752 or Permission of Program Director/Chairman
MSA
756 International Finance and Economics 3 Credits
This course integrates international finance and international
economics. It broadens students’ knowledge and understanding
of financial globalization policy issues and risks in the corporate
environment as well as the developed and developing world in the
areas of capital flows, global capital markets (debt and equity
securities, derivatives), foreign exchange transactions and international
trade of goods and services involving classical and neoclassical
and modern models, traded assets and portfolio diversification,
international bank lending, financial linkages and Eurocurrency
and other currency derivatives, balance of payments and trade
deficits, international monetary economics, and transition economies.
Students will also gain greater appreciation and awareness of
the integrated and increasingly interdependent financial and economically
internationalized world.
Prerequisite: MSA 744, 752 or Permission of Program Director/Chairman
MSA
758 Derivatives 3 Credits
This course focuses on derivative instruments that are traded
in the markets and held in investor (individual, institutional,
government) portfolios. Emphasis is placed on the underlying products
that create derivatives, such as equities, commodities, interest
rate, and foreign exchange. New developments in the derivatives
markets that involve trading in credit, electricity, weather,
and insurance derivatives are given special attention. Forward,
futures and options (generic, exotic, real) markets are considered
from the perspective of hedgers, speculators, and arbitrageurs.
Martingales, convexity, HJM, LMM and other measures and models,
binomial trees, and stochastic processes will be discussed at
length. This material will have a thorough grounding in use of
options, futures and other derivatives to control market risk.
Prerequisite: MSA 744, 752 or Permission of Program Director/Chairman
MSA
760 Employee and Labor Relations 3 Credits
This course will focus on the dynamics of union/nonunion, labor/management
relations in the contemporary organizational environment. Creation
of internal policy, complaint systems, employee rights, performance
appraisals, employee morale, health, safety and security issues
will be examined. Labor/management behavior within the framework
of applicable federal and statutory laws and regulations, administration
of labor contracts, the mediation and arbitration process, legal
aspects of collective bargaining and related practices, negotiation
techniques and unfair labor practices will be addressed. The role
of unions will be analyzed for applicability to the twenty-first
century mobile, technology-educated workforce. Topical readings,
case analysis, group projects, and a scholarly research paper
will round out the class lectures and class assignment.
Prerequisite: MSA 720, 730
MSA
762 Compensation, Benefits and Pension Planning 3 Credits
Organizations face increasing challenges to design effective and
efficient compensation programs to retain employees and motivate
them to higher levels of performance and productivity in a globally
competitive environment. There are increasing legal, legislative
and regulatory reforms and constraints; workforce competition;
labor cost reduction pressures due to outsourcing/offshoring and
information technology infrastructures; and product competition
and growth. There is also extraordinary tension between an organization’s
labor requirements and its ability to pay competitive wages within
the dynamic of regulatory and competitive constraints. Part I
of this course will expose students to compensation theories and
administrative practices and provide them with the knowledge and
techniques to make rational compensation decisions.
In Part II of the course,
the focus is on pension planning, that includes tax and legal
requirements, defined contribution plans (profit sharing, savings,
employee stock ownership [AESOP], 401[k], 403[b]), defined benefit
plans, IRAs, Keogh plans, SEPs, SIMPLE plans, ERISA, and Employee
Stock Compensation Plans. The intent is to educate students about
available corporate employee incentive compensation packages other
than competitive wages, some of which are participant-directed
investing.
Prerequisite: MSA 720, 730, 740
MSA
764 Organizational Staffing 3 Credits
This course will examine the evolving strategic, technological,
practical, and legal issues confronting organizations and their
staffing systems. It includes all applicable federal laws and
practices as well as employee orientation, selection, recruitment,
promotion, training and career development. This course will look
explicitly at the corporate staffing ethics and why it is essential
in today's business environment. The organizational staffing model
will present the strategic approach from the organization's mission,
goals and objectives, human resource and staffing strategies to
staffing systems and retention management. Staffing systems management
will include staffing functions, software, analysis and EEOC mediation
programs. Recent case analysis will serve as an integral part
of the class reading, discussion and final research paper.
Prerequisite: MSA 720, 730, 760
MSA
766 Labor Economics 3 Credits
In this course, labor economics deal with the conceptual, theoretical,
empirical and labyrinthine forces that fuel the function and operation
of modern labor market behavior in the determination of long/short-run
supply and the elasticity of demand, market surplus, and equilibrium
wages and employment within the context of institutional and legal
policies and human capital influences.
The course analyses
wage and employment determinants that include market imperfections,
imperfect and asymmetric sources of information, collective bargaining,
compensation and benefits, labor market discrimination related
to race and gender issues, unemployment, wage/income inequality
and poverty, labor market monopsony, incentive pay systems, career
compensation, personnel economics, and the economics of trade
unions. Students will consider the tradeoff between leisure activities
and the investment choices associated with the acquisition of
knowledge, skills and abilities for entry into the workforce.
Prerequisite: MSA 740, 760, 762 or Permission of Program Director/Chairman
MSA
768 Supply Chain Management 3 Credits
Supply chain management focuses on a complex network of linked
relationships among upstream and downstream suppliers and customers
with the organization as the focal point of business process integration
and interfaces that include product design, production, manufacturing,
operational functions and services, finances, and communication
and information technology systems. The overarching goal of supply
chain management is to reduce uncertainty and risk and to cost-effectively
and competitively deliver goods and services to the ultimate customer
that satisfies their needs and expectations.
The course introduces
a theoretical and conceptual definition and framework of supply
chain management that stresses business process integration and
coordination of the entire flow of raw materials and semi-finished
goods and services to the enterprise and its customers. Inventory
control, ERP, CRM, e-business/commerce, transportation and logistics,
warehousing and knowledge management technologies and applications
are studied for their strategic effectiveness and efficiency in
reducing costs, generating revenues, improving profitability,
and sustaining organizational competitiveness.
Prerequisite: MSA 710, 740, 750 or Permission of Program Director/Chairman
MSA
770 Public Policy and Administration 3 Credits
This course takes a historical, theoretical and applications approach
towards contemporary and emerging public policy issues and administration.
It provides a broad survey of issues that incorporate pluralist,
elitist, cyclical models, eclectic, state centered and social
movement theories to explain public policy continuity, change
and typology. Distributive, redistributive, competitive regulatory,
protective regulatory and morality policies are explored. Using
case study methodology, the course will discuss the interdisciplinary
integration and interrelationship between public policy issues
and administration. Students will consider a central issue of,
why are some policy issues subject to constant change and others
remain static, and what is the impact on administrative governance?
Prerequisite: MSA 760 and Senior Graduate Status or Permission
of Program Director/Chairman
MSA
772 Legal, Ethical and Regulatory Environment of Business 3 Credits
Organizational enterprises operate under the rule of law, which
regulates the structure, behavior, and conduct of businesses and
their employees. The existence of capitalistic societies, wealthy
nations, and vibrant economies are enabled by legal systems that
protect the system of private enterprise and facilitate the promotion
of responsible corporate governance thereby reducing fraud and
corruption. This course will examine the various laws, policies,
regulations and statutes that are at the bedrock of American business.
The court system, litigation process, the constitution and business,
intellectual property, contracts and torts, criminal law, labor
law and employment discrimination, antitrust laws and securities
regulations, and environmental and international law will inform
this courses. Students will analyze the rationale and impact of
Sarbanes-Oxley on corporate governance and the interplay between
ethical issues and dilemmas and legal requirements. Business law
cases will be integrated in chapter discussions.
Prerequisite: MSA 740, 760, 762 or Permission of Program Director/Chairman
MSA
774 Leadership 3 Credits
This course will examine the multi-faceted nature, concept, context
and distinction between leadership and management as it is practiced
and applied in the workforce. The approaches to several dimensions
of leadership (transformational, charismatic, and transactional)
as proposed and promulgated by theorists, researchers, scholars,
and practitioners will be examined for applicability to twenty-first
century organizations. Social, hierarchical, political and power
relationships among leaders, followers and constituents are conceptualized
and exposed to arrive at an articulated framework for understanding
their dynamic interaction in the development of a strong corporate
culture that builds “high-performance human systems.”
Prerequisite: MSA 720, 730, 764 or Permission of Program Director/Chairman
MSA
776 Public Finance and Political Economy 3 Credits
This course employs several analytical tools and models (Tibeout
and others) to examine and understand the financial expenditures,
benefits and implications of the implementation/non-implementation
of major government programs and policies. There are several linkages
between economic analysis, political issues and public responses
and choice. Key issues related to income distribution, welfare
economics, social insurance (social security, unemployment, and
health), taxation (corporate, personal, commodity, consumption,
wealth, property, local, and state), regulation and environmental
issues, and homeland security receive comprehensive treatment.
Students will be exposed to the historical debate between political
economy and normative public finance and determine whether coexistence
or separation is possible in a globally interdependent world where
interlocking public domains (countries, governments, private enterprises,
civil society, people), trans-border concerns and international
economic cooperation are essential.
Prerequisite: MSA 744, 752 or Permission of Program Director/Chairman
MSA
778 Securities Analysis and Investment Management 3 Credits
This course employs historical and philosophical insights combined
with theoretical knowledge and the practitioner’s approach
to securities analysis and investment management strategies and
practices. Students will receive a thorough grounding in value
investing, valuation techniques for equity securities, technical
analysis, fixed income valuation, bonds with embedded options,
time-value convexity trade-off and immunization, and investment
strategy. Additionally, students will understand how to measure,
manage and value companies.
Prerequisite: MSA 744, 752 or Permission of Program Director/Chairman
MSA
780 Entrepreneurship and Venture Capitalism 3 Credits
This course provides a framework for understanding the entrepreneurial
process that includes opportunity recognition and feasibility
analysis, a solid business idea, a strategic business and executable
plan that maximizes the chances for commercial success in the
marketplace, and strategies for growing the entrepreneurial firm.
Since many new ventures struggle or fail in the first or second
year of their existence, this course will analyze the success
or failure of real-life entrepreneurial startups and suggest,
through case studies supplemented by lectures and guest speakers,
effective and efficient financial, marketing, management, and
business strategies and practices that minimize failures. Students
will learn how to develop an entrepreneurial mindset, build social
and business networks, and become resource gatherers of human,
social, physical, technical, and financial capital. The many approaches
to securing funding, with a special emphasis on venture capitalism,
will be studied and applied. Students will produce a comprehensive
concept plan for an entrepreneurial business.
Prerequisite: Senior Graduate Status or Permission of Program
Director/Chairman
MSA 782 Mergers, Acquisitions and
Divestitures 3 Credits
Mergers, acquisitions, and divestitures (MAD) are vital business
tools for enterprise growth and expansion to gain and sustain
competitive advantages in industry sectors and in the marketplace.
This is a high level course for the advanced graduate finance
students who will gain a thorough understanding of contemporary
finance theories and applications in the MAD arena. The course
will consider the rationale and strategies underlying MAD activities;
examine due diligence, valuation and financial accounting procedures
and models; discuss the transaction terms, deal design, structure
and dynamics; analyze the impact of legal, regulatory and governance
issues; assess the external and internal behavioral affects on
competition, employees and managers; and explore strategies for
successful pre- and post-merger integration. Students will seek
answers to fundamental questions: Does mergers and acquisitions
(M&A) activities create value for the acquiring company’s
shareholders? Are the expected synergies realized? Do acquirers
systematically overpay? Are M&A deals a matter of survival
in a consolidating or increasingly competitive industry? Case
studies and industry experts will supplement lectures.
Prerequisite: MSA 778 or Senior Graduate Status or Permission
of Program Director/Chairman
MSA
784 Behavioral Finance 3 Credits
Unlike conventional or rational financial economics models and
theories, the premise of behavioral finance theories is that real
people make investor decisions based on psychological biases and
biological anomalies that influence capital market performance
and outcomes. It challenges the concept of the rational economic
man (perfect rationality, perfect self-interest, and perfect information)
and the rational markets. The drivers and the many biases associated
with behavioral finance theories will be explored in-depth for
their impact on asset allocation and the efficient and anomalous
market hypotheses, including prospect theory and neuroeconomics,
heuristics, probability, insights from cognitive psychological
behavior, and experimental economics. Standard concepts in rational
financial concepts such as valuation, capital budgeting, capital
structure, dividend policy, real-option techniques, corporate
governance, and mergers and acquisitions will be covered. Students
will apply standard and behavioral finance concepts to the development
of portfolio and wealth management strategies and structures.
Prerequisite: MSA 752, 778 or Permission of Program Director/Chairman
MSA 790 Strategic Management 3 Credits
Strategic management is an upper-level course that integrates
the major business disciplines of economics, finance, investments,
management, and marketing as well as statistics and quantitative
methods. It is designed to give current and future managers, leaders,
entrepreneurs, and others the tools and techniques they need to
successfully formulate and implement organizational strategies
(vision, mission, goals/objectives, action plans) to achieve a
competitive advantage that yields superior financial performance
while maintaining quality and providing excellent customer service.
To be effective, the organization’s stakeholders (particularly
management and staff at all organizational levels) must buy-in
and support the strategic management process from initiation to
execution and implementation.
Using case studies,
current readings in strategic management, Internet and information
technology resources, students will develop critical analytical
tools to think strategically, conduct strategic analysis, craft
and implement optional, integrated business strategies using sound
managerial judgment based upon socially responsible ethical and
organizational principles and behavior.
Prerequisite: Senior Graduate Status or Permission of Program
Director/Chairman
MSA
792 Seminar in Global Financial Management 1 Credit
This seminar will address historical and contemporary global and
domestic financial management issues. Cases, empirical studies,
articles from trade journals and guest speakers will supplement
instructional activity.
MSA
794 Seminar in Global Human Resources Management 1 Credit
This seminar will address historical and contemporary global and
domestic issues in human resources management. Cases, empirical
studies, articles from trade journals and guest speakers will
supplement instructional activity.
MSA
796 Seminar in Public Policy and Management 1 Credit
This seminar will address historical and emerging public policy
issues and management in the domestic and international arena.
Cases, empirical studies, articles from trade journals, government
and agency literature, and guest speakers will supplement instructional
activity.
MSA
798 Seminar in Business, Professional and Organizational Ethics
1 Credit
This seminar will address historical and emerging ethical issues
as they impact the conduct of employees, managers and executives
in public and private enterprises. Cases, empirical studies, articles
from trade journals and guest speakers will supplement instructional
activity.
MSA
800 Integrated Capstone Research Project 3 Credits
The capstone course is a terminal MSA, independent research project
that critically integrates the theoretical concepts of the program
with the occupational, career, and post-graduate interests of
the student. The research project gives students the opportunity
to identify an issue or problem that merits in-depth investigation.
The investigation involves identification of a topic, application
of a business research design model, undertaking a literature
review, quantitative and qualitative collection of historical,
current and/or extant data, data analysis, and an action-oriented
75 – 100 page report of research findings and recommendations.
Capstone models the format and structure of a graduate thesis.
A department of Business
and Information Technology faculty member will supervise students
with an interest in his/her area of specialization from research
proposal development to research project completion and presentation.
Prerequisite: Senior Graduate Research Status or Permission of
Program Director/Chairman
