Students must take the following courses, which equal 49.5 credit hours for the Executive MBA program. The order of the courses vary from year to year; however, there are always four terms and classes are divided up by Spring 1, Summer, Fall, and Spring 2. The courses are as follows (click on a course title to view the full description):

ACCT 701 Financial Statement Analysis

This course examines the components of financial statements from a user’s perspective. Emphasis is placed on assessment of the impact of accounting choices on investment and lending decisions, and also explores adjustments to financial statements made by financial analysts.

ACCT 707 Managerial Accounting

This course helps managers develop an understanding of the basics of the financial accounting model and focuses on the application of accounting and financial concepts by managers in their operational and strategic initiatives. Specifically, this course includes a study of responsibility accounting and the internal accounting report structure with emphasis on the use of cost analysis and budgeting as a means for managerial control.

BUSI 712 Executive Communication

This course is designed to enhance the skills that executives need to successfully communicate their message to various stakeholders. The course will focus on constructing effective written messages and delivering compelling presentations.

BUSI 713 Negotiation

This course is designed to teach students to become better negotiators and to represent clients effectively in both transactional and dispute resolution settings. Discussions of negotiation theory will inform negotiation practice exercises, and students will be encouraged to develop their own negotiating instincts and organizing principles. Class exercises will cover identifying and engaging the core conflict, creating and claiming value, multi-party dynamics, client counseling, difficult tactics, and listening skills.

BUSI 714 Business, Government, and International Economy

The course explores the economic, political, social, and legal environment in which businesses operate in the international arena. The course draws on the expertise and perspectives of scholars trained in fields that include economics, political science, sociology, and history.

BUSI 716 Legal Environment of Business

This course provides an introduction to legal systems and the business related provisions of the U.S. Constitution; to the common law of torts and business organizations; to administrative law and procedures; to regulatory programs involving labor, antitrust, and securities; and to the impact of foreign and domestic laws on international business.

BUSI 719 International Business

This course is taught in Mérida, Mexico. The course offers site visits to business, cultural, and government organizations in the Yucatán Province. A real-world case analysis of a business issue faced by a business entity in the Yucatán is the centerpiece of this course.

ECON 703 Microeconomics for Managers

This course includes the study of imperfectly competitive markets. Emphasis is on the study of concentrated markets, their structure, conduct, performance, and public policy toward them and introduces some of the strategic implications of interdependencies among rivals.

ECON 708 Macroeconomics for Managers

This course studies the measurement and determination of the level of national income and output, aggregate demand and supply, inflation, unemployment, the theory of money and interest rates, the causes of economic cycles, and national economic policy analysis.

EPOL 718 Global Management Issues

This course focuses on the structure and processes of management for a global organization. Course objectives include developing an integrated understanding of strategic and operational decision-making in a global enterprise from a general management perspective.

FINC 706 Financial Management I

This is an introductory course in the field of finance. The course will develop an understanding of the application of time value of money concepts to valuation techniques for fixed-income securities, stocks, and capital investment projects. The course will introduce topics that focus on capital markets including the capital asset pricing model. The course will also cover topics that include capital structure policy and its impact on risk and the firm’s cost of capital.

FINC 709 Financial Management II

Building on the material covered in Financial Management I, this course continues the discussion of financial policies and their impact on the value of the firm. The course material includes techniques for valuing the cash flows of the firm, including discounted cash flow techniques and capital market multiples. Advanced topics such as mergers and acquisitions are introduced.

MGMT 700 Leadership

The purpose of this course is to afford executives the opportunity to enhance their personal understanding of leadership theories, concepts, contexts, and competencies, as well as move toward an understanding in practice, through reflection using literature texts and readings from the field of leadership studies. The executive should gain further understanding of the moral responsibilities of leadership and become better prepared to exercise leadership in service to society.

MGMT 704 Managing People

This course focuses on issues related to building, leading, and motivating the workforce. This includes the study of the social responsibilities involved in managing people and the organization. Topics include: employee selection, performance management, group behavior, conflict resolution, and change management.

MGMT 711 Entrepreneurship/Intrepreneurship

This course develops skills and methods of analysis to initiate and mange a new venture. These skills and techniques of analysis also apply to development of new projects with an existing business organization. The functional areas of business provide the framework for entrepreneurial studies.

MGMT 717 Strategic Management

This course requires the executive to consider problems and issues faced by business organizations from a strategic and comprehensive viewpoint. Executives develop strategic plans that address actual problems or concerns, and integrate concepts from all areas of business, including management, marketing, finance, accounting, information systems, and operations, in order to evaluate issues and recommend approaches to business situations.

MRKT 705 Marketing Management

This course provides a managerial perspective on the effective use of marketing for strategic advantage. Emphasis is placed on the fundamentals of market analysis, customer relationship management, and marketing strategy. Using case studies and contemporary readings, this course provides opportunities to apply skills and concepts in the area of marketing.

MRKT 710 Marketing Research

This course is a survey and application of modern research methods and techniques for gathering, recording, and analyzing information for marketing decisions. Topics include the use of qualitative and quantitative research techniques.

QMGT 702 Decision Making

This course focuses on the use of analytical and statistical tools for decision-making. These tools include data collection, descriptive statistics, regression analysis, and the communication of quantitative thinking.

QMGT 715 Information Systems for Management

This course provides a managerial perspective on the effective use of information technology for strategic advantage and operational performance in organizations through case analysis and class discussion. Topics include: information technology’s relationship to business competition and strategy; the business value of information systems; management of innovation; the use of computer systems to achieve strategic advantage, support managerial decision-making, process organizational transactions, achieve operational control; information systems as products and to augment interpersonal communication, information resource management; and the operational, social, and ethical issues arising from information technologies.

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