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 Financial Accounting (2 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)
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.
OLS 515 Introduction to Leadership Studies (3 SH)
The course is an overview of various leadership theories, examining models of leadership, philosophies of leadership and different leadership styles. The advantages and disadvantages of various approaches will be studied.
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, executives and boards carry fiduciary responsibility for their organizations. It is therefore imperative that they know how to read financial statements, analyze financial health, and communicate this knowledge effectively to others. This course teaches how financial data is generated and reported, as well as how it is used at the managerial level for decision-making, analysis and valuation. Topics include: understanding and reading financial statements, financial statement analysis, ratio analysis – what the numbers really mean, budgeting, and organizational governance. Course syllabus
MBA 550 Technology, Information and Data Analysis (3 SH)
This course gives students a solid and concise foundation in the fundamentals of information systems through the most recent research, references, and examples in the field. Students will explore topics such as multimedia in today's business; application development for the iPhone, iPad, and similar devices; cloud computing; forecasting; and environmental design and green computing. Business-related examples of supply chain management (SCM) and customer relationship management (CRM) are provided as well. Finally, students will discuss communities and work structures, including how social networking sites, such as Facebook and Twitter, are assisting virtual teams and how companies are effectively using virtual organizational structures with mobile workers. (Year 1 Summer Course) Course syllabus
MBA 555 Legal Aspects of Human Resources (3 SH)
Properly managing human resources should be a critical part of any organization’s overall strategy for success. This course will provide the student with a comprehensive introduction to Human Resource Management (HRM) by exploring today’s Human Resource (HR) environment including current trends in HRM. The course examines the principles of employee recruitment and selection, job design and job analysis, employment law, employee compensation, training and development, and safety and health.
The goal of this HRM course is to provide current and emerging managers with a deeper insight into their crucial role in the management of people and with an understanding of current best practices in the field of human resources. 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)
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)
MBA 640 Managerial Finance and Accounting II (3 SH)
This course is a continuation of OLS 540 – Managerial Finance and Accounting I. From the Finance discipline, this course covers the investment decisions managers make. Furthermore, the course examines the contributions of Activity Based Costing and Value Chain Analysis for decision making. The course digs deeper into financial statement analysis, including a thorough analysis of cash flows. We also examine the impact of time value of money on financial evaluations and capital budgeting decisions. Lectures, textbook and other readings, course management software, and cases help bring the relevant topics to life. The overall aim of the course is to continue to improve organizational decision-making based on financial, social, and ecological metrics. Course syllabus
MBA 680 Sustainable Organizations for the Common Good (Capstone Course) (3 SH)
This course integrates the three pillars of the MBA program; management, leadership and stewardship for organizational effectiveness and serving the common good. It includes an eight-day international residency designed to engage students as reflective practitioners and invite them to develop an openness to new ways of experiencing and thinking about the world through interactions and learning in a different country and culture. A core value of the program is global citizenship, recognizing that organizations are interdependent and mutually accountable to local, national, and global communities; this suggests that a global perspective is important for today’s business and organizational leaders. Course syllabus
MBA 560 Stewardship, Innovation, and Social Entrepreneurship (3 SH)
Organizations, and people who manage them, shape our world. Those who understand and master innovation, stewardship and social entrepreneurship increase their effectiveness as civic leaders and as leaders in their own chosen field. This multi-disciplinary theory and practice course provides students with a deeper appreciation for how we as individuals can make a difference as organizational stewards in co-creating the future for ourselves and for others.
The course includes a combination of a field trip, classroom and online discussion, and case studies focusing on systems approaches to stewardship, innovation, and social entrepreneurship. (Year 2 Fall Course) Course Syllabus
OLS 665/670 Project Management and Grant Writing/Intrapreneurship (3 SH)
Most organizations manage their work and accomplish their missions through a multitude of projects. Organizational success takes effective management skills to not only manage individual projects but also direct the web of complex programs of multiple, interrelated projects, skillfully working with diverse stakeholders, demanding deadlines, and available resources. Focusing on the promotion of leadership for the common good as a project manager adds another level of complexity.
Course participants will improve their capacity to balance the art and science of managing projects by building technical competencies, adopting practices of leadership and self-management, and focusing on leadership for the common good competencies. Course Syllabus
MBA 685 Grant Writing (1 SH)
This course will cover the basics of professional level grant writing for for-profit and non-profit applications both intra and extra-organizational. Covering topics from polishing your idea, organizational / application fit, guideline analysis, background research, and crafting the perfect application in an imperfect system.
Core goals and objectives: Grant Writing: At the end of the class students should have a clear understanding of the common steps that go into a good grant process, be able to analyze and adapt their project to the grant criteria, know what a good grant proposal consists of, and have a better understanding of the organizations offering grants in their fields of work or study.
Core requirements: Grant application: At the conclusion of the course students will submit (to the instructor) a fully prepared grant application based on a real-life project and meeting the criteria of the organization of their choosing. As part of this requirement students will also provide the appropriate information from the granting organization as to the requirements of the grant.
Presentation: During the last class period students will give a short presentation on the granting organization they chose, why they chose that organization, and a brief summary of their project.
Analysis / Critique: Post presentation students will prepare an analysis and critique of their proposal and granting organization choice based on their work and the work of their classmates.
MBA 690 Intrapreneurship (1 SH)
This course will cover the concept of intrepeneurship within good business practice. Focusing on developing and idea, pitching it, funding it, and communicating with stakeholders as the project progresses. The course will allow students to explore the concepts around the ideation, innovation, implementation of new ideas in the business setting.
Core goals and objectives: Intrepreneurship: At the end of this course students should have an excellent grasp of the process of developing a new project or division within a company, the risks associated with doing so, and the challenges associated with financing these endeavors.
Core requirements: Intrapeneurship proposal: At the conclusion of the course students will submit a complete proposal pitching their idea, explaining the organizational fit and function, providing a cost estimate, proposing funding options, and listing a detailed risk analysis of the proposal.
Presentation: During the last session of the course students will pitch their ideas to the class / instructor as well as take questions on their proposals. Clarity, brevity, and quality of the pitch will be evaluated.
Analysis / Critique: Following the presentation students will submit a short analysis and critique of their pitch based on what questions were posed, what techniques their peers presented, and their overall presentation style.
NURS 515 The Health Care for Practice and Advocacy (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