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Course Descriptions


MBA 5211 - Managerial Economics (3)

An application of microeconomic theory to business decision-making. Economic concepts and quantitative methods are applied to managerial decisions regarding pricing, production service capacity, profit maximization, and government restraints.

MBA 5316 - Project Management (3)

This course incorporates project management software into the study of project conception, planning, and control. The course uses this software in a context of building team leadership and cohesion through organizational designs. Project objectives, change management and individual roles, risk and resource management, and management parameters are studied for efficient and effective results. Trends in project management complete the study.

MBA 5121 - Managerial Accounting (3)

A study of accounting information developed for managers within an organization. Analysis of accounting statements is emphasized for planning, decision making, and controlling purposes. Issues and trends in accounting are reviewed to complete the study.

MBA 5131 - Corporate Financial Analysis (3)

A study of organizational financial management emphasizing shareholder value. Topics studied include liquidity management, budgeting, capital structure, forecasting, risk, and cost of capital. Trends in enterprise financing complete the study.

MBA 5141 - Computer Information Systems (3)  

The information requirements of organizations are studied, with emphasis on the types of information needed at the operational, administrative, organizational, and strategic levels. Topics include obtaining, installing, and managing software, hardware, and network systems, information security, managing Information Technology (IT) personnel and systems, and managing the rapidly changing IT environment. Global and ethical perspectives are included.

MBA 5550 - Principles and Theories of Leadership (3)

A focus on the scope and nature of leading in diverse organizational settings, with special emphasis on examining traditional and contemporary leadership theories, concepts, and principles for their application in present organizational settings that are increasingly affected by environmental complexities and globalization. A primary objective of the course is to enable students to evaluate past and present leaders in conjunction with findings from research, theory, and experience.

MBA 5253 - Applied Statistics (3)

Concepts of statistical analysis and inference are studied, including descriptive statistics, probability theory, statistical estimation, tests of hypotheses, analyses of variance, and regression and correlation analyses. Emphasis is placed on applied regression analysis of service operations data.

MBA 5273 - Organizational Theory and Analysis (3)

A study of the creation, management, and effectiveness of organizations as open systems. Central to the study are the internal and external environmental challenges to an organization’s domain and the management of change through innovation, control, and efficiency. Organizational design, authority, culture, technology, conflict, and competencies are included in the study.

MBA 5292 - Business Policy and Executive Decisions (3)

This is a capstone course in the application and synthesis of business and economic concepts with a view toward evaluation of specific organization-wide situations. The focus of the course is on problem recognition, alternatives, recommendation, and rationale. The use of policies and strategies to foster vision and mission to achieve organizational goals is included. Organizational leadership styles complete the study.

MBA Electives
General Business Track

General business electives vary by semester offering.

Social Entrepreneurship Track
MBA 6075 - Social Entrepreneurship (3)

Students will develop a business model and a business plan for a new social entrepreneurship entity.

MBA 6076 - Customers and Donors (3)

The movement of donors to a customer role presents unique challenges and opportunities. The dual role of external social enterprise constituents is explored relative to traditional donor and customer roles. Customer and donor behaviors are reviewed for target marketing and meeting these consumers’ needs.

MBA 6078 - Managing Human Resources in a Social Entrepreneurial Venture (3)

Leadership and human resource management issues involving the integration of a volunteer workforce of a new social enterprise are explored.

MBA 6079 - Strategic Management for the Social Entrepreneur (3)

Case studies of successful nonprofit organizations are studied highlighting a new breed of social entrepreneurial leaders.

Healthcare Administration Track
MBA 6080 - Introduction to Healthcare Systems (3)

Overview of the US healthcare system: evolution, structure, and current system issues. Healthcare as a “product” will be studied from the viewpoints of payers, providers, and suppliers. Payers include managed care (HMOs and PPOs), employer-based health insurance, etc. The competitive environment’s impact on hospital and other integrated delivery systems, long-term care, disease management, and epidemiology are explored. Suppliers of pharmaceuticals, medical devices, biotechnology, information technology, etc will be discussed.

MBA 6081 - Healthcare Policymaking (3)

A broad overview of policy development and implementation and the importance of policy development in the US healthcare system, focusing on strategies for agenda setting to legislative development through policy implementation and modification. Current healthcare system challenges including access to care, health insurance exchanges, quality, cost constraints, and delivery reforms will be examined in light of the policy development paradigm.

MBA 6082 - Healthcare Marketing (3)

This course will investigate the contemporary marketing challenges facing healthcare organizations, develop an understanding of the key issues influencing marketing strategies, and apply fundamental marketing concepts in the context of healthcare marketing.

MBA 6083 - Healthcare Human Resource Management and Employment Law (3)

Detailed investigation of the human resource management nuances of medical professionals to include strategic management, staffing, benefits and compensation, training, and performance management, as well as employee relations. Employment law will be reviewed with respect to the healthcare industry.