Undergraduate Courses
Graduate Courses
MBA 610 Leadership & Organizations (B)
Focuses on laying down a fundamental understanding of leadership. The course’s orientation will be both analytical in introducing concepts and frameworks related to leadership and talent management, and managerial in terms of considering action plans and implementation approaches necessary to put these practices and policies into effect. Covers topics such as frameworks and models of leadership, leadership styles and behaviors, ethical leadership, organizational culture, change management, motivation theories, and talent management. The course is designed to achieve three goals: 1) to enhance the understanding of leadership behaviors and to encourage development of competencies for becoming an effective leader; 2) to enhance organizational awareness by understanding organization dynamics, change, and culture; 3) to understand various aspects of motivation and talent management techniques. 3 Cr. Fall.
MBA 620 Marketing Management (B)
Introduces participants to marketing strategy and planning through the discussion of theoretical and practical aspects of modern marketing management and application of marketing knowledge to students’ own organizations. Covers such topics as marketing analysis and planning, marketing segmentation and targeting, marketing research, social marketing, and international marketing. Students will discuss cases, develop an actual marketing plan, and conduct a market research project for their own organization. 3 Cr.
MBA 640 Business Analytics (B)
This module will introduce students to the importance of data-driven decision making. Topics include Data Warehousing, Data Mining, Business Statistics, and Decision Analysis. Students will use Excel throughout the module using good spreadsheet design techniques and advanced functionality to build models to support management decision making. Students will also use big data techniques and tools to analyze their own company data, mining for trends and opportunities. 3 Cr.
MBA 642 Operations and Project Management (B)
Surveys theories of lean production and the theory of constraints, including inventory management (economic order quantity), Godratt’s theory, dealing with bottlenecks, and policy constraints. Also designed for people who work in teams on projects in either the private or public sector. Students will be able to apply fundamental project management principles, theories, and practices. Students will be able to use project management tools and techniques to define a project’s scope, schedule, and budget as well as control and monitor project progress, and assess and manage risk. Furthermore, students will be able to develop coherent plans for managing inter-project dependencies. 3 Cr. Fall.
MBA 660 Accounting for Managers (B)
This module will assist students in learning the essential aspects of internal and financial control. With respect to internal control, students will learn the components established under the COSO Framework as a basis for developing internal controls along with risk management. Business processes will be studied with the context of the five major transaction cycles. From a financial controls perspective, students will learn how to use both the financial statement and managerial accounting analyses tools to help managers evaluate the past performance of the corporation, identify the potential issues and opportunities for the operations of the company, and provide ways to improve the future performance of the company, thus achieving the control function of the top managers. Financial statement analysis examines horizontal and vertical analysis and the use of financial ratios. Managerial accounting analysis tools include cost-volume-profit analysis, standard cost and variance analysis, flexible budgets, regression, and balanced score card. Fraud prevention within the context of creating a culture of honesty and integrity will also be covered. 3 Cr.
MBA 662 Applied Financial Analysis (B)
Introduces participants to financial statement analysis, forecasting and planning (covering ratio analysis, common size statements, growth and financial planning), and cost-volume-profit (CVP) analysis. Also introduces participants to capital budgeting (estimation of project cash flows; valuation of project cash flows; cost of capital determination), capital structure choice (how firms choose between financing alternative, principally debt and equity), and international trade financing (an introduction to the financing terms and payment arrangements that support international trade). 3 Cr. Fall.
MBA 680 Special Topics in Business and Economics (B)
Features rotating topics, based on student needs and on current industry and labor market dynamics. 3 Cr. Spring.
MBA 682 Special Topics in Accounting and Finance (B)
Follows up on the required MBA core course in finance by requiring students to review core topics in more depth and complexity and to apply them to sophisticated “Harvard Business School” type cases, characterized by complexity and often, unstructured situations. Stresses both theoretical underpinnings and applications of corporate finance. Covers topics such as valuation, capital budgeting, capital structure choice, dividend policy and the cost of capital. A key aspect of the course is the requirement that students utilize advanced Excel techniques in the development of sophisticated spreadsheets and utilize both proprietary financial databases such as Bloomberg and Compustat, as well as public domain financial information from sites such as the financial sections of yahoo.com and aol.com 3 Cr. Summer.
MBA 684 Seminar on Emerging Issues in Management Theory and Practice (B)
Covers emerging topics in management from both theory and practice angles. With a focus on applications, the course will integrate readings with case analysis to examine such management topics as managerial decision making, knowledge management, innovation management, change management, social network analysis, corporate governance, corporate social responsibility and other emerging topics in the management field. Provides tools for students to integrate and apply management theories to key managerial issues and to enhance their capabilities to make sound managerial decisions in practice. The course is also developed to strengthen students’ critical thinking and analytical skills. 3 Cr. Summer.
MBA 690 Strategic Organization and Management (B)
Presents an in-depth introduction to strategic planning, management, and organization processes. Stresses both theoretical underpinnings and applications of strategic planning and organization. Covers topics such as analysis of organizations’ mission, vision, and values, industry analysis, competitive analysis, strategic execution, international strategy, organizational structure and design. Provides theories and tools for students to integrate and apply multidisciplinary knowledge and skills to understand strategic planning and organization design and to enrich their appreciation for managerial decision-making. Throughout the course, real-world case analysis is applied to develop students’ critical thinking and analytical skills. A global perspective is also taken and both the readings and the class discussions will focus on international as well as U.S. issues. 3 Cr. Spring.
MBA 720 Human Capital Strategies (B)
Human Capital Strategies explores how to think systematically and strategically about managing an organization's human capital, and how human capital management provides a distinct competitive advantage in the marketplace. Topics such as talent acquisition, performance management, talent development, and reward systems explore how choices in these areas relate to the organization’s strategic objectives and can impact company performance, as well as the role that management plays in implementing effective human capital systems and organizational processes. 3 Cr.
MBA 792 Capstone Completion Project (B)
The capstone project represents the required culminating experience in the all SUNY Master’s degree programs. It marks an important integrative step for students’ progress as scholar practitioners, and should be regarded as evidence that the student has achieved a high level of understanding and sophistication as a result of their MBA studies. 3 Cr. Summer.