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 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

OLS 510 Leadership & Management for the Common Good (3 SH)

Students will study contemporary and forecasted societal stresses—from community level to global—and learn of the critical role of organizations in both contributing toward, and helping to mitigate, these stresses broadly classified as ecological, social, and economic. Students will then learn a broad range of organizational leadership and management theories, styles, and practices to identify approaches to leading people, systems, and organizations in ways that bring restoration, that offer hope, and that work toward promoting the common good.

Course syllabus

OLS 520 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. (Year 1 Fall Course)

Course Syllabus

OLS 530 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. (Year 1 Spring Course)

Course syllabus

OLS 540 Managerial Finance and Accounting I (3 SH)

Managers and executives carry fiduciary responsibility for their organizations; it is therefore imperative that they know how to read financial statements, analyze financial health, assess financial risks, and communicate this knowledge effectively to others. The course emphasizes the role of the manager relating to finance and accounting through the analysis of quantitative information largely at the conceptual level. Topics include financial governance, understanding and reading financial statements, financial statement analysis, cost behavior, breakeven analysis, budgeting, balanced scorecard, working capital management, and the use of short-term cash planning. The overall aim is to improve organizational decision-making based on financial, social, and ecological metrics.

Course syllabus

OLS 550 Technology, Information and Data Analysis (3 SH)

(Tentative course description) The quality of decision-making in organizations is greatly influenced by the quality of data gathered and by information derived from that data. This course focuses on the use of tools and processes to enhance decision-making strategies. Topics include research design, survey development, defining data and information requirements, how and where data is stored, statistical models and tools, informatics and business intelligence, critical thinking, and transforming data into meaningful information. (Year 1 Summer Course)

MBA 555 Legal Aspects of 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. (Year 1 Summer Course)

Course syllabus

OLS 610 Strategic Marketing Management (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. (Year 2 Spring Course)

Course Syllabus

MBA 630 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. (Year 2 Spring Course)
Course syllabus

MBA 640 Managerial Finance and Accounting II (3 SH)

New course under construction (Year 2 Fall Course)

MBA 650 Sustainable Organizations for the Common Good (Capstone Course) (3 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. (Year 2 Summer Course)

Course syllabus

MBA 660 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). (Year 2 Fall Course)

Course syllabus

MBA 665 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. (Alternating Year Summer Course)

Course syllabus

NURS 515 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. (Year 2 Spring Course)

Course syllabus

NURS 516 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. (Year 2 Spring Course)

Course syllabus

NURS 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. (Year 2 Spring Course)

Course syllabus