Course Information
PMBA 411 Survey of Economics (3 SH)
This course introduces the field of economics, emphasizing the key components of a mixed market economy. Topics include quantity and price determination, business and household decision making, market failures, macroeconomic measurement, and explanations of the business cycle. The course will also assess the pros and cons of government intervention under various settings. Course syllabus
PMBA 421 Statistics for Business (3 SH)
Examines different types of statistics, variables, levels of measurement, and the use of statistics in major business areas. Topics include frequency distributions, descriptive measures, probability concepts and distributions, basic sampling methods, regression analysis and time-series forecasting. This course has strong emphasis on the use of spreadsheets and statistical software as tools to examine and evaluate business problems. (Online prerequisite) Course syllabus
PMBA 431 Survey of Accounting Principles (3 SH)
Introduces accounting principles and practices and interpretation of financial statements. No background in accounting is assumed. The course includes a description and derivation of financial statements prepared by accountants and a discussion of a conceptual framework which provides rationale for accounting practices. The course also covers corporation accounting and examines the use of accounting information in the planning and controlling of the firm’s operations. (Online prerequisite) Course syllabus
PMBA 441 Introduction to Finance (3 SH)
Provides an introduction to the theory and practice of business finance. The course emphasizes the problems faced by financial managers. Topics include the role of financial markets, interest rates, time value of money, valuation of securities, capital budgeting and working capital management. (Online prerequisite)
Course syllabus
MBA 600 Comparative Perspectives on Business and Society (3 SH)
Examines the range of perspectives for understanding the relationships between business and society. Anabaptist and other alternative frameworks, as well as classical and mainstream ethical frameworks, are presented and assessed from which critical issues in business are evaluated.
MBA 610 Marketing Strategy and Research (3 SH)
Provides an introduction to the principles and practices of marketing. Topics include marketing structure, channels of distribution, consumer behavior, pricing, advertising, industrial marketing, telemarketing and marketing research. Aspects of international marketing and service marketing are included. Consumer behavior topics include psychological, sociological and anthropological variables that influence consumer motivation and actions.
MBA 611 Managerial Economics (3 SH)
Analyzes household and business decisions using economic concepts. Microeconomic theory and quantitative methods are applied to managerial decisions regarding consumption, profits, and output. Emphasis is placed on computer spreadsheets as a decision tool.
Course syllabus
MBA 615 The Health Care Delivery System (3 SH)
Gives the health care manager a broad overview of health care delivery within the United States, along with a brief perspective on the history of involvement in health care delivery by the Mennonite Church. The involvement of local, state, and federal agencies in the delivery of care, as well as its financing, will also be examined, along with an overview of the development of health policy. Technology’s impact on the health care environment both currently and in the future will be outlined along with an exploration of healthcare informatics. In addition, comparison to other nations’ health care systems will be made as well as projections for the future of the U.S. system.
MBA 616 Application of Legal & Ethical Principles to Health Care (3 SH)
Examines the legal and ethical issues health care managers will need to negotiate as they manage the delivery of health care both organizationally and clinically. The use of an organizational ethics committee will be outlined. Care delivery issues that emerge with changing technology will be discussed, which include procreational issues such as abortion, in vitro fertilization and the use of stem-cell technologies, end-of-life issues, advance directives and elder care. The influence of faith-based values on ethical decision making will be outlined with students expected to identify and reflect how their own personal values shape their ethical positions. The context of medical errors and resultant malpractice claims will also be examined. Multiple case studies that reflect these issues will be used to engage the students in decision-making regarding an appropriate managerial response.
MBA 621 Production, Operations and Information Systems (3 SH)
Explores the design, operation and control of production and operations systems in manufacturing and service organizations, and explores how information resources support managerial decision making. Emphasis is given to the computer as a tool to process business data and provide timely information. Topics include data and information, capacity planning and design, process design and control, manpower and material planning, scheduling, inventory management and quality planning.
MBA 626 Managing in a Complex Health Care Environment (3 SH)
Focuses on the dynamics of leading the health care organization in times of rapid change and how that change can be used to leverage effective organizational performance. Continuous improvement and the use of data-driven decision-making and national benchmarking, along with the fostering of a high level of employee involvement will be emphasized, as well as the effective use of organizational accountability for performance. The effective partnering with governing boards will be identified. The use of the planning process as a tool for positioning the organization for effective performance along with a review of that performance using annual performance tools will be analyzed. The use of marketing to enhance the organization’s visibility in the community in which it serves will be outlined. The development of a workforce that is culturally competent and focused on the delivery of care that exceeds the expectations of a culturally diverse client base will be explored. The manager’s role in shaping the organization and self-management and its importance for effective leadership will be woven in as themes throughout the course.
Course syllabus
MBA 627 Financing Health Care (3 SH)
The financing of health care delivery across the delivery system will form the focus for this course, as well as the context of the U.S. economy and how it affects the delivery of health care. The operational management of the finances for a health care organization will be discussed, including budgeting, and the management of multiple revenue streams. The prospective payment system and health insurance will be discussed as well as options for financing of health care delivery outside of the prospective payment system. Fundraising as well as planning for capital investments and long-term planning for organizational financial viability will be analyzed. An application project that develops a plan of correction/adjustment/expansion for a financial issue in the student’s own organization will give the student an opportunity to apply course content to actual live organizational issues.
MBA 628 Systems Approach to Organizational Behavior (3 SH)
All organizations are organic, interconnected systems that take on a life of their own regardless of the individuals that occupy various roles in the system. Leaders need to understand their organizational systems and the behavior of those systems if they hope to effectively lead or change them. This course will explore organizational behavior and organizational development from a systems perspective, including concepts of change and conflict. It will rely heavily on case studies and student participation.
MBA 631 Accounting for Managers (3 SH)
Provides an overview of the methods of managerial accounting, with emphasis on accounting information contained in reports to management. The functions of planning, decision making and control are studied as accounting data are reported through the firm’s information system and in special analysis.
MBA 638 Finance & Accounting for Nonprofit Entities (3 SH)
The course explores the unique features of accounting for nonprofit entities including accounting for restricted gifts. Additionally, the course covers the generation of the basic financial statements for nonprofits and the role of financial reporting. The accounting information then provides the necessary information to perform financial analysis and planning. The course covers working capital management, cash flow analysis, capital budgeting, lease verses buy decisions, and other relevant topics. (Syllabus under development.)
MBA 641 Finance for Managers (3 SH)
Provides an advanced overview of business management with an emphasis on multi-period financial decision making. The course emphasizes the main responsibilities of financial managers: financing the operations of a firm. Topics include financial analysis, planning-forecasting, capital budgeting, working capital management and the use of long-term financing. The course uses a financial simulation game.
MBA 648 Project Management and Grant Writing (3 SH)
Organizations are increasingly utilizing projects to perform activities and operations, creating a growing requirement for specific management skills and tools in areas of project management. Applying theory and practice, this course explores management needs through each phase of the project life-cycle, from initiating, planning, performing, and closing projects. Projects are often funded differently than ongoing operations, and this course provides special consideration of that reality, and what it means organizations and project managers.
MBA 658 Stewardship, Innovation, and Social Entrepreneurship (3 SH)
A theory and practice 3 SH summer course including a combination of field trips, classroom and online discussion, and case studies focusing on systems approaches to stewardship, innovation, and social entrepreneurship. The course objectives include developing a strategic framework for understanding stewardship design principles found in natural and human ecologies and how to apply them to become more effective organizational leaders; increasing theoretical and practical understanding of the sources of socio-tech innovation, and in co-designing, influencing and leading innovation; and developing an understanding of social entrepreneurship (SE) and how corporations, public agencies, and nonprofit organizations apply SE strategies to more effectively achieve their missions and objectives. Students will be encouraged, at their sole option, to contribute to the field either through service (1 SH elective practicum) or research (1 cu publishable paper). (Syllabi under development.)
MBA 655 Entrepreneurship and Venture Creation (2 SH)
Examines the role of entrepreneurship and innovation in the US and global economies. The course involves discussion of the entrepreneurial process from business plan through financing and staffing. Topics include entrepreneurial roles and personality types, innovation in large organizations, women and minority entrepreneurs, family business and public policy issues.
MBA 660 Legal Aspects of Business and Human Resources (3 SH)
Provides an overview of the legal aspects of business. Includes topics such as agency relationships, business organizations, contracts, sales and leases and debtor-creditor relations. Special emphasis on human resource issues and applicable law.
MBA 682 Business Policy and Strategy (2 SH)
Emphasizes strategic planning through analysis of the firm’s industry environment, competitive position and internal resources. Topics include defining mission and vision, identifying strategic competencies and maintaining competitive advantage.
MBA 683 Organizational Governance and Leadership (2 SH)
Covers the free market control and governance process including the roles of shareholders, corporate officers and the board of directors, while focusing on the role of the leader and leadership, as provided by the governing mechanism. Topics include leadership development, managerial succession, management and board relations, acquisitions and takeovers and boardroom conflict.
MBA 690 Sustainable Organizations for People, Planet, and Profits (Capstone Course) (4 SH)
The course integrates the three pillars of EMU’s MBA program of management, leadership and stewardship for organizational effectiveness and serving the common good. Course content will include case studies and readings on sustainable development and collaborative innovation. Students will engage as reflective practitioners in completing individual as well as group projects. Projects will include specific “live” business cases to demonstrate students’ creative mastery of the MBA curriculum and the triple bottom line.