MBA 500: Foundations of Advanced Academic and Professional Practice (3)
This course provides the student with knowledge, skills and abilities to academic and professional practices that are needed in order to succeed in the Cal Lutheran School of Management’s graduate programs. The course focuses on the development of written and oral communication skills, computer skills, and creative and critical thinking. Students will learn how to plan, research, organize, prepare and professionally present major academic reports using current presentation technologies for team projects and individual assignments.
MBA 501: Foundations of Accounting (Financial & Managerial) (4)
The first 40% of the course (approximately) focuses on financial accounting, or the measuring, processing, classifying, and reporting of financial information for external use. The remaining 60% of the course (approximately) focuses on managerial accounting or the presentation of financial information to management for internal decision-making purposes.
MBA 502: Foundations of Economics (3)
This course provides the groundwork for a general understanding of economics. It deals with both aspects of the study of economics (Micro and Macroeconomics). Microeconomics explains economic decision making by the individual economic agents, and Macroeconomics describes the working of an economic system and its behavior as a whole. In order to help students to get a better grasp of the pertinent discussions and follow them in a systematic order, the course is divided into five segments. 1) Introduction to Economics; 2) Market, Its Concept and working, Comparative Statics, Market Failure, and Discussion of Efficiency; 3) Product & Factor Markets and Their Structure; 4) Macroeconomic Measurement, Models and Fiscal Policy; 5) Money, Banking and Monetary Policy.
MBA 503: Foundations of Business Statistics (3)
This course is designed to help the entering MBA students to acquire a good intuitive grasp of statistics - what it is, how and when to apply statistical techniques to managerial situations, and how to interpret results. Various statistical and mathematical techniques will be presented to assist in solving problems encountered by corporate managers. Students need to demonstrate knowledge of the course concepts by knowing which decisions, comparisons, and inferences to make in the presence of uncertainty.
MBA 505: Enterprise Management, Organization and Strategy (3)
Managers are called upon to make important choices that require a well-informed understanding of how organizations are designed and operate. Toward that end, they must be knowledgeable of all of and organization’s functions (including accounting, finance, human resources, marketing, operations, etc.) and how these activities must be coordinated. Further, to achieve firm goals, managers are required to have a profound understanding of the industry and professional environment. This course introduces the functional areas of an organization, seeks to develop external environmental analytical skills, and proposes theoretical and practical paradigms to effectively manage in an increasingly competitive global environment.
MBA 506: Information Technology Management (3)
In today's dynamic and competitive economy, the ability of an organization to effectively leverage their existing and emerging information technologies is a critical success factor in gaining and sustaining a strategic advantage. This course introduces students to important concepts and techniques needed to understand and leverage information technology within an organizational context. Students will learn the fundamentals of design and implementation of information systems in the modern organization, business process improvement thorough the use of information technology, organizational data modeling, project management concepts, data governance mechanisms, technology-enabled change management among other.
MBA 507: Organizational Behavior (3)
Investigation and consideration of individual and group behavior within an organizational context is explored. Focus is on the understanding and application of knowledge issues including motivation, group process, leadership, communication, performance enhancement, power and influence, creativity, conflict management, change, diversity and global issues. Integration of theory and practice from a managerial perspective are considered.
MBA 508: Business Ethics and Law (3)
Law provides a set of rules for behavior in society. Ethics presents a menu of options for social actors. Law concerns what we are obligated to do, ethics concerns what we should do. This course presents the disciplines of law and ethics as complementary strategic tools to guide business leaders in making sound decisions as well as exercising moral judgment.
MBA 509: Marketing Management (3)
With more and more products and services chasing fewer dollars, marketing strategy and plan execution is more important than ever. The goal of marketing is to plan, build, manage and grow ethical and profitable customer relationships over time.
Marketing Management introduces students to the great variety of functions that must be managed in a marketing organization. Activities and issues addressed include product marketing and management, customer satisfaction, pricing, product launches, digital marketing, marketing information systems, channel management, marketing administration, industry marketing, marketing communications, lead management, event marketing and marketing campaign strategy.
MBA 510: Strategic Decision Making (3)
The main focus of this course is on the decision-making process and the role of management science in that process. Students need to demonstrate knowledge of the practical basis of the course by mastering and correctly applying the methods for making these decisions, comparisons, and inferences in business settings.
The purpose of this course is to provide students with a sound conceptual understanding of the role management science plays in the decision-making process. The course is concerned with the wide variety of quantitative techniques currently being used in the field of operations research. Students must apply the management science model to generate solutions and recommendations for management.
MBA 511: Macroeconomics in the Global Economy (3)
This course illustrates how contemporary macroeconomic theories and practice explain the current state of affairs in creating better opportunities for many people and business entities in the global economy. This course also explains and argues about the emergence of the crises that have shaken the economic foundations of many economies and regions in the world. The course brings attention to major current problems of the world such as Global Financial Crisis and its outcome in the form of increase in unemployment, high public debt, and growing poverty and income gap within a country and among the nations. The class provides ample opportunities for debating the contemporary and prevailing policy initiatives with respect to issues such as inflation, exchange rate regimes, fiscal rules and regulation. Students will have the opportunity to develop an international macroeconomic perspective. They are encouraged and assisted to use critical and deductive reasoning, adaptive thinking, and ethical judgment in reaching the possible conclusions. This class will embark on helping the students to enhance their capacity to synthesize competing points of view and effective communication.
MBA 513: Financial Principles and Policies (3)
Finance and financial institutions as they relate to the firm and the flow of funds are studied. Emphasis is on the supply and demand of capital, principles and tools of business finance, money, and capital markets. Topics include: time value of money, valuation of securities, capital budgeting, Capital Asset Pricing Model (CAPM), market efficiency, risk and return analysis, working capital management, budgeting and planning, costs of capital, and financial ratio analysis.
MBA 520: Marketing Research (3)
Marketing Research consolidates inputs from a variety of sources, including its own surveys. The inputs are analyzed and the results made available in the form of position reports, from which marketing plans and marketing research reports are developed, which are used as inputs to strategic planning. The decision process and the marketing research process are introduced and the importance of the relationship between the two is stressed.
MBA 521: Corporate Finance (3)
This course deals with corporate financial decisions involving long-term debt, dividend policy, equity, capital structure, cost of capital and long-term financial planning. These issues will be addressed mostly in the context of the underlying theory and practice. End-of-chapter problems and other assignments are intended to illustrate how ideas introduced in the course are applied to real-world situations.
MBA 522: Innovative Business Models (3)
This course uses the business model framework to comprehensively explore ways that organizations innovate and change. By utilizing all of the core business courses in a cross-functional framework, students gain perspectives on ways organizations learn and adapt. The course is practice based, where knowledge is applied through exercises and outside projects.
MBA 523: International Business (3)
Globalization is a reality for most industries and companies. This course introduces students to the global business environment in which organizations operate. It emphasizes political, economic, cultural, legal and technological influences on the design and execution of international strategy. The course particularly explores stages and challenges facing corporations in entering foreign markets and organizing cross-border activities. The course draws heavily on current literature in management, economics, marketing, and organization theory.
MBA 524: Human Capital Management Strategy (3)
This course is an investigation into the current state of Human Capital Management and the environmental influences that contribute to organizational leveraging of human capital. Environmental concerns discussed will include legal, social, technological, and global as well as other contemporary Human Capital Management issues such as talent management, strategic compensation structure, and policies, procedures and protocols related to Human Capital Management for the present and future.
MBA 525: Sustainable Business Strategies (3)
"Green Business" refers to sustainable business that meets customers' needs in ways that solve rather than cause environmental and social problems. Green businesses operate across all business sectors from production of conventional goods/services to developing new breakthrough technologies. This model of socially and environmentally responsible business does not assume a sacrificing of corporate profits. On the contrary, sustainable businesses showing financial success in the long run benefit many stakeholders while exploiting none. This course explores the tremendous impact green movement is having on marketing and business strategies. It catalogs the adoption of green principles, policies and practices by mainstream corporations, and reviews how clean technologies are helping to optimize natural-science use while improving financial performance.
MBA 530: CRM in the Digital Age (3)
Building profitable long-term customer relationships involves a keen understanding of consumer needs, wants and psychographic patterns. This course focuses on leveraging the power of digital media platforms (including social media and mobile marketing) to create customer loyalty and engagement around an organization’s brand and the products and services they bring to the marketplace.
MBA 531: Sales Management (3)
This course discusses sales problems and how to put in place sales management processes designed to solve these problems. The purposes and reasoning behind the material are emphasized and sales management principles are reinforced with actual examples. An effort is made to relate to the situations and realities students experience in the work place. Some topic covered include sales cycles, installing a sales process, strategic selling, selling to distributors, OEMs and VARs, telesales, telemarketing and direct marketing, sales planning, budgeting and reporting, sales compensation plans, sales forecasting, account and territory management, conducting sales effectiveness audits; sales automation and sales organization. Students are introduced to several structured approaches for defining and addressing selling problems and opportunities.
MBA 532: Strategic Public Relations (3)
Public Relations has undergone rapid advances in technology and many of the old rules have changed dramatically. The emergence of the Internet and social media has transformed strategic planning and execution. But Public Relations is still about people and electronic communications still demands writing skills. This course will require students to evaluate challenges of executing relevant, effective public relation programs in an evolving, media-centric technology environment.
MBA 533: Strategic Brand Management (3)
Key to the success of any marketing program is the ability to deliver an effective brand value proposition. Building, communicating and delivering upon the brand story leads to long lasting customer relationships. Students will explore the theories and challenges of brand management including building and measuring brand equity, evaluating brand communication strategies and creating meaningful brand experiences for customers in a media-rich, entertainment driven economy.
MBA 534: Consumer Behavior (3)
Understanding the complexities of consumer buying behavior is crucial to creating and implementing effective marketing campaigns. This course is a dynamic analysis of the role of the consumer in the marketplace including the cultural, demographic and psychological influences on consumer buying behavior.
MBA 535: Advertising Management (3)
A key component of the promotional mix, advertising plays a vital part in communication of organizational messaging. This course evaluates the theories and practices of effective advertising strategies including communication objectives, media selection & planning, implementation and evaluation.
MBA 5STM: Special Topics of Marketing (3)
This course is designed and taught by a rotating cohort of instructors and is dedicated to special topics in marketing not covered by the current curriculum.
MBA 540: Financial Strategy (3)
This course deals with the corporate financial strategies as they relate to the areas of valuation, capital budgeting, financial distress, options, risk management, corporate restructuring, dividend policy, international finance, and mergers and acquisitions. These issues are addressed in the context of real case studies. Selected readings and research articles are intended to provide a foundation for introduced concepts and expose the student to the latest thinking in this area.
MBA 541: Strategic Financial Analysis (3)
This course is designed to provide students with the skills necessary to exploit the richness of information available from financial statements. Upon completion of the course, students will have an appreciation for the usefulness and limitations of financial statements in asset valuation and credit analysis, and should be aware of much of the research that exists concerning the role of financial information in capital markets.
MBA 542: Investment and Portfolio Management (3)
This course is a study of the various types of available investments and the functions of financial intermediaries in money and capital markets. Study will also be given to the problems encountered in the management of a portfolio of investments.
MBA 543: Real Estate Investments (3)
This course provides students with an introduction of the application of financial principles to the discipline of real estate. Students should leave this course with an understanding of: investment property analysis and evaluation, commercial real estate and single- family housing loan underwriting, real property valuation, the real estate capital markets, real estate ownership structures and taxation.
MBA 544: Buyouts and Acquisitions (3)
Buyouts and Acquisitions (also known as Mergers & Acquisitions) is an advanced course in finance. This course includes up-to-date information on corporate practices relating to M&A. The contents of the course should benefit students who plan to work in investment banking, corporate development or management consulting. This is a fast paced course geared towards an interactive learning environment. The intent of this course is to study relevant areas that impact Mergers & Acquisitions, including fundamental financial analysis and valuation, legal/accounting issues, the process of buying and selling a company and post-merger integration. The course will taught from the perspective of applying theory and fundamental analysis to Mergers & Acquisitions from the perspective of corporate development and investment banking. The course’s approach is intended to provide practical and real world application while developing the students’ conceptual and strategic thinking and decision-making skills. Guest speakers have included private equity investors, corporate development executives, M&A attorneys, and due diligence professionals.
MBA 545: Behavioral Finance (3)
This seminar course is intended to explore the field of behavior and to promote an appreciation for the importance of human behavior in the spectrums of households, institutions and society. Behavioral science is an interdisciplinary body of knowledge with strong ties to the social sciences – psychology, sociology, and anthropology, as well as to allied social sciences – such as economics and political science. Behavioral studies uses scientific methods to develop and empirically test theories about human behavior across all spectrums, therefore, the role of the scientific method in understanding and application of knowledge regarding topic areas is quintessential. This course is devoted to understanding the nature and role of reason, emotions and behavior in financial decision-making under uncertainty. The three areas of decision-making behavior that will be thoroughly explored will be in the fields of investment, retirement savings and financial and mental health.
MBA 5STF: Special Topics of Finance (3)
This course is designed and taught by a rotating cohort of instructors and is dedicated to special topics in finance not covered by the current curriculum.
MBA 550: Agile Product Development (3)
Agile product development techniques increase an organization’s ability to create and deliver quality products and service faster. The course focuses on developing capabilities, practical tools and frameworks to get to product – market fit faster by applying foundational concepts of product lifecycles and go-to-market strategies.
MBA 551: Entrepreneurial Marketing and Selling (3)
This course explores the strategies and tactics used to market products and services with low marketing budgets and no brand history. The course covers various guerrilla marketing activities, social media strategies, public relations efforts, direct marketing and promotional event methods.
MBA 552: Entrepreneurial Finance (3)
Entrepreneurial finance focuses on the valuation of emerging ventures and ways that resources are allocated and applied to new activities. The course addresses key questions which challenge all entrepreneurs: how much money can and should be raised; when should it be raised and from whom; what is a reasonable valuation of the startup; and how should funding contracts and exit decisions be structured.
MBA 553: Growth Stage Venture Management (3)
This course focuses on venture growth after the initial startup of the firm. The course looks at the various managerial, operational, financial, HR, and strategic issues facing organizations that experience substantial growth over time.
MBA 5STE: Special Topics of Entrepreneurial Management (3)
This course is designed and taught by a rotating cohort of instructors and is dedicated to special topics in entrepreneurship not covered by the current curriculum.
MBA 560: International Business Law (3)
This course offers an overview of main areas of international business law which are important for global business executives. It provides an introduction to the international legal environment, including an overview on major legal traditions and their impact on the conduct of international business. The course examines fundamental legal frameworks governing global commerce and international trade relations. It explores topics such as international jurisdiction, global and regional trade agreements and bodies, as well as a broad range of regulatory and legal issues, such as the trade in goods and services, dispute settlement and foreign direct investment.
MBA 561: International Finance (3)
This course is designed to familiarize students with the international capital environment and challenges faced by all entrepreneurs seeking global successes. Apart from sessions introducing interest rate parity, purchasing power parity and international Fisher Effect, this course will also cover the pragmatic aspects of finance such as the currency, futures, forwards and options markets. Updated forecasting techniques and methodologies on exchange rates, interest rates and country risk analysis will also be covered.
MBA 562: International Marketing (3)
This course addresses the fundamental differences between domestic and international marketing. It provides students with the background and the tools necessary to develop techniques for preparing strategically oriented international marketing plans. Special attention will be given to the effect of the political, economic, cultural, legal and technological environment on product, distribution, pricing, and promotion strategies. The course will also explore how marketing mix decisions differ across various market entry modes, and it will discuss standardization vs. adaptation strategies at the intersection of market demands and corporate strategy.
MBA 563: Global Strategy (3)
This course will explore advanced topics in managing the geographic scope of the firm. It asks questions such as when and why does a firm operating in multiple locations have competitive advantage over a collection of single-location rivals? When should international linkages be managed inside the firm, and when should they be left to market transactions or to collaborative alliances? Given a global strategy, how should the firm be organized to execute it? It addresses the creation of competitive advantage in the multinational firm as well as the complexities of managing a multinational firm. It will examine the nature of global industries and global competition to assist managers in understanding how to formulate and implement successful and adaptive strategies in an increasingly complex world economy. Topics include the globalization of industries, the organization of multinational enterprises, strategy in global firms that are also in multiple industries, multinational partnering, the organizational structure of complex global firms, and building global networks.
MBA 564: Applied International Management (3)
All organizations are directly or indirectly affected by international management issues. This holds true for a small business as well as a major enterprise. Yet, too often, inadequate attention is paid to differing cultures, styles, customs and protocols involved with conducting business across national borders. This class is designed to introduce graduate students to some of the concepts and implications of the accelerating trend of increased globalization. Managing a culturally diverse work force within the same national boundaries will also be addressed. A combination of lectures, videos, case studies and hands-on activities will be used to present the subject in an experiential manner designed for practical application.
MBA 5STI: Special Topics of International Business (3)
This course is designed and taught by a rotating cohort of instructors and is dedicated to special topics in international business not covered by the current curriculum.
MBA 570: Compensation Management (3)
This course will analyze wage, benefits, and salary administration in private and public organizations; total compensation systems; interrelationship among employee performance, intrinsic and extrinsic rewards, perceived equitable payments, and employee satisfaction; employee benefits; employee incentive programs. The integration into an organizational strategy will also be evaluated.
MBA 571: Talent Recruitment & Selection (3)
This course is an investigation into the current, contemporary practices and models of selecting personnel for assignment to positions within organizations. Discussion of utility theory as well as various instruments for recruitment and selection will be discussed. An overview of succession planning for leadership will be integrated into the course. Examines skills and strategies in interviewing, selection, observation, and evaluation processes, issues related to supervision of staff, the process of progressive discipline.
MBA 572: Employee Relations (3)
A discussion of the strategy of engaging unions, managing employee-management relations, discussions of Importance of understanding employee relations, Approaches to Industrial Relations - Unitary, Pluralistic, Marxist. Role of Three Actors to Industrial Relations - State, Employer & Employees, Causes for poor IR, Developing sound IR. Ethical approach to IR: Idea of trusteeship- Principles & features, Code of conduct. Case studies surrounding results of poor IR management.
MBA 573: Training and Development (3)
Efficient and effective management of an organization’s human capital is critical source of its competitiveness and sustainability. Additionally, the dynamic and largely uncontrollable nature of global, political, social, economic, technological, and organizational forces requires on-going strategic development of the skills and talents of an organization’s employees for its very development and in some cases survival. Focused, outcomes-driven training and development is critically related to the traditional major goals of Human Capital Management: acquire, develop and maintain an organization’s human capital. It is also a critical and direct strategic driver of organizational success.
MBA 574: Global Human Resource Management (3)
This course aims at providing students with the knowledge essential to their successful undertaking of management responsibilities in the near future. The course encompasses key topics in International Human Resource Management with significant coverage of emerging theory and issues in this area. Globalization of business is forcing managers to grapple with complex issues as they seek to gain or sustain a competitive advantage. Faced with unprecedented levels of foreign competition at home and abroad, firms are beginning to recognize not only that international business is high on top management's list of priorities, but also that finding and nurturing the human resources required to implement an international or global strategy is of critical importance. The role of human resource management in this complex, ever-changing world is central to this course.
MBA 575: Employment Law (3)
Employment Law will introduce students to employment laws that have a substantial impact on organizations and the workforce environment. The course will focus on cases that have occurred in the regulatory environment of the employment relationship. Lastly, this course will present to students a framework for becoming productive and effective employers and employees in the workplace.
MBA 5STH: Special Topics of Human Capital Management (3)
This course is designed and taught by a rotating cohort of instructors and is dedicated to special topics in human capital management not covered by the current curriculum.
MBA 590: Internship (3)
Supervised internship in a company of student’s choice (the internship position must be in line with his/her track specialization).
MBA 591: The Business Plan (3)
The students will have a chance of completing a comprehensive business plan for a new venture. All arrangements for providing companies for the above project are made through the Cal Lutheran MBA program office.
MBA 592: Executive Roundtable (3)
The intent of this course is to serve both as an elective for the Management and Finance emphasis areas in the MBA program or as an optional capstone for Finance majors. Of course, all emphasis areas are welcome to take the course for credit and all students (including undergraduates) are invited to attend the presentation and subsequent discussion for each executive speaker.
MBA 594: International Travel course (3)
International Travel courses are organized by the SoM in collaboration with relevant the University office.
MBA 595: Consulting to Business (3)
This course is a study of unique characteristics of closely held business and techniques of the consulting process. Students will perform actual consulting assignments to local businesses through the Small Business Institute. This course allows students to apply academic theory to actual business operations.
MBA 599: MBA Project Course with a Faculty Advisor (3)
Identified and supervised by a SoM faculty member.
IT 509: Data Management (3)
Data is a valuable organizational resource. As organizations collect more and more data, it becomes increasingly important to understand basic principles of how to store and manipulate organizational data in order to successfully run business operations. This course provides students with an introduction to the fundamental concepts, techniques and tools used in design, development and application of relational database technology in organizations. Topics include data modeling based on organizational requirements and data manipulation via structured query language tools.
IT 512: Project Management (3)
This course is an introduction to the basic fundamentals of project management based on the Project Management Institute (PMI) body of knowledge. All phases of the project management cycle are covered including project initiating, planning, executing, monitoring and controlling project status and post project lessons learned analysis. In addition, the course introduces the 10 project management knowledge areas as defined by PMI namely, project integration, scope, time, cost, quality, human resources, communications, stakeholder, risk, and procurement management. Project management best practices, tools and techniques along with constraints and trade-offs in managing projects are discussed. The course has a practical component with students executing projects as part of teams.
IT 520: IT Strategy and Business Value (3)
This course explores strategic information technology management issues associated with doing business in digital times. It provides a framework to understand how information technology strategy aligns with business strategy and focuses on developing an understanding of the key information requirements for developing an information technology strategy and systems architecture. Students are encouraged to think and behave strategically with respect to exploiting leading-edge technologies, and deliver the right business value with information technology. The course will focus on digital technology trends transforming how business is done, information management and architecture, e-business models and strategies, mobile commerce, social networking, engagement and social metrics and business process innovation.
IT 522: Enterprise Systems (3)
Integration of information and processes is one of the biggest challenges faced by organizations today. Enterprise systems attempt to integrate all departments and functions across an organization onto a single computer system that can serve every department’s particular needs for up-to-date and accurate data. These systems dictate a standard data format across the entire organization, they are modular and multifunctional. This course examines various types of enterprise systems such as enterprise resource planning (ERP) systems, supply chain management systems (SCM), customer relationship management systems (CRM) and knowledge management systems (KM) that support and enhance business activities. It provides an overview of the managerial and technical issues in selection and implementation of enterprise systems and technologies.
IT 523: IT Architecture & Infrastructure (3)
Organizations entrust a large portion of their budget to people who lead and manage IT infrastructure and operations. The ability to respond dynamically to changing business requirements is paramount for IT infrastructure and operations (I&O) organizations. Virtualization, IT modernization, and real-time infrastructure architecture are increasingly essential to this agility. This class will balance hands on interaction with infrastructure technologies and equipment as well as applications of technologies and services. Other topics include enterprise architecture and governance, cloud computing, enterprise-wide efficiency, green computing.
IT 524: Emergent Technologies & Issues (3)
Organizations must structure themselves to deal with emerging technologies and making the right decisions, at the right time, can be critical to determining whether the organization succeeds or fails. This course provides students with a basic understanding of emerging technologies as they relate to innovation and information systems in organizations, and the management strategies required to understand, leverage, and benefit from these technologies. Students will identify current, real technologies that are emerging or about to emerge into the mainstream, investigate those technologies, and ones from recent history, from a number of perspectives, to look at the impact of technologies on systems, business operations, and corporate and technology strategy. They will study the impact, benefits, and downsides of standards as they relate to information technology and delve into how those standards, and other factors, might affect the timing for implementation of emerging technologies in organizations.
IT 582: Special Topics of Information Technology (3)
This course is designed and taught by a rotating cohort of instructors and is dedicated to special topics in information technology not covered by the current curriculum.