The Le Moyne master's level degree in business administration is distinctive because of its emphasis on developing decision-making managers for an increasingly complex world, managers who combine the art and science of leadership in a global perspective. Today's manager must be able to analyze everything from balance sheets to socio-cultural diversity. But analysis is hardly enough. Today's manager must be able to coach, teach, negotiate and communicate. He or she must think through a plan of action, then implement it. Le Moyne's Jesuit tradition stresses ethical and value analysis as well as oral and written communication.

Small classes, meeting once a week in the evening or Saturdays, encourage close working relationships among faculty, students and staff. All faculty are doctorally qualified and publish research or consult in their respective fields. As a result, students will participate in state-of-the-art discussions, addressing the management issues of the next decade.

Foundation Level - Seven courses encompassing the elements of initial knowledge and skills required in management.

ACT 501 Introduction to Financial and Managerial Accounting

ECO 501 Macroeconomics for Managers

ECO 502 Microeconomics for Managers

MGT 501 Organizational Dynamics: Quality Leadership, Teamwork and Behavior

MIS 501 Management Information Systems

QUA 501 Quantitative Decision Making

CMM 501 Business Communications

Core Level - Seven courses which explore each of the functional areas of business separately. Each course includes values and ethical analysis in a global management environment.

MKT 601 Marketing Management

FIN 601 Financial Management

OPM 601 Operations Management

HRM 601 Human Resources Management

MGT 602 Self Assessment and Career Development

BUS 601 Business Ethics

BUS 602 Environmental Influences on Business Management

Elective Level - Two courses from the following, intended to provide in-depth understanding of functional and interdependent areas of management (partial listing).

ACT 701 Federal Income Taxation

ACT 702 Taxation of Corporations

ACT 703 Taxation of Partnerships

BUS 790 Special Topics in Management

FIN 701 Investment Management

FIN 702 Financial Institutions and Markets

FIN 703 Corporate Risk Management

FIN 705 International Financial Mgmnt

HRM 702 Conflict Resolution

HRM 703 Legal Issues in the Workplace

HRM 704 International Hum Res Mgmnt

HRM 707 Staffing

HRM 708 Compensation

LAW 701 Marketing Law

LAW 702 Business Law

MGT 701 Manufacturing Strategic Mgmnt

MGT 702 Total Quality Management

MGT 703 International Mgmnt

MGT 705 International Business Leadership

MGT 706 Leadership, Management, and the Humanities

MGT 707 Healthcare Administration

MGT 709 Leadership, Power and Influence

MGT 710 Group Dynamics

MGT 711 Leading Organizational Change

MIS 701 Database Management Systems

MIS 702 Decision Support Systems and Expert Systems

MIS 703 Systems Analysis and Design

MIS 704 Communications, Networks and Teleconferencing

MIS 705 Information and Decision Making Systems

MKT 701 Advertising Management

MKT 702 Marketing Research

MKT 703 Transportation/Distribution Sys

MKT 704 Health Care Marketing

MKT 705 Services Marketing

OPM 701 Management and Control of Manufacturing Systems

OPM 702 Cases in Management Science

QUA 701 Forecasting

Students select courses to provide an elective focus to their managerial preparation. The program is considering more intensive concentrations in finance, human resource management, marketing, management, and health care and technology management.

Capstone Level - One management course that integrates various aspects of managerial decision-making, values analysis and ethical implications, quality management, corporate culture, leadership techniques and global management: BUS 750 Strategic Management

The graduate program in business is available to part-time students who fulfill the admission requirements and whose personal goals match the selected program. Candidates are accepted as degree or non-degree graduate students.

No more than 9 credit hours may be taken as a non-matriculated student. However, students are encouraged to apply early for matriculation. Students are not considered degree candidates until they are officially matriculated.

The Director of the MBA program reviews all applications for matriculation. Each applicant's intellectual abilities, needs, leadership qualities and ability to complete the program are taken into account in the matriculation decision.

Among other things, applicants will be assessed according to the following criteria:

1. Baccalaureate degree: All applicants must possess a baccalaureate degree from an accredited institution of higher learning. Transcripts should demonstrate the attainment of an overall grade-point average of 3.0 (on a 4.0 scale), or a 3.2 grade-point average in the applicant's major. Those who do not meet this particular requirement may be admitted on a non-matriculated basis in foundation courses. Three courses may be taken on this basis in consultation with the MBA director. In most cases, a B or better average will suffice to fulfill this requirement.

2. Personal resume: Applicants should also submit a resume of relevant work experience, examples of professional achievement, or other information that might be used to assess personal qualities and ability to complete the program.

3. Recommendations: Applicants should submit two letters of recommendation attesting to the applicant's intellectual ability, leadership potential and ability to complete the program.

4. MBA application: Application forms may be obtained from the MBA Viewbook or from the MBA Office in Grewen Hall.

5. Official GMAT scores: The MBA program utilizes the following formula to decide matriculation. Undergraduate GPA x 200 + GMAT for a total score of at least 1050 is necessary for matriculation. In addition, one MBA program requires a minimum score of 450 on the GMAT.

The MBA Office has information on review courses and other ways of helping applicants through the GMAT testing procedure.

Each student is required to complete at least 30 of the 51 credit hours in the Le Moyne MBA program. All students must take the BUS 750 capstone course.

Waivers of courses will be granted in the following circumstances:

 To waive a foundation course, the MBA candidate must have taken three equivalent undergraduate courses in appropriate areas within the last 7 years and achieved a B or better in each course. For example, the ACT 501 course can be waived if a student has taken a sequence of two undergraduate accounting courses beyond the survey level. Because of the highly diverse nature of undergraduate education, all waivers will be considered on a case-by-case basis.

 For core and elective courses, equivalent level and content graduate courses from accredited institutions will form a waiver decision. Applicants with majors in a core area will also be able to request waivers. For example, it is possible to waive the MKT 601 course with an appropriate major (or concentration) in undergraduate marketing. Course syllabi, materials and other documents will be used to determine the outcome of the waiver decision.

In all cases, the decision to waive courses will reside with the director of the program and the MBA committee. Students will have the opportunity to design a program of study that meets their professional and academic needs as well as one that reflects their experience.

A committee composed of faculty and administrators will review applications for matriculation into the MBA program. This committee will evaluate each applicant's intellectual abilities, needs, leadership qualities and ability to complete the program.

BUS 750. Strategic Management (3).

The content and process of the capstone course have been designed to provide a rigorous, integrative experience of all areas of management in a variety of environments. Through lectures and discussions of articles, students are exposed to seminal theory on a given topic. In addition, topic-specific, integrative thinking and communication skills are developed throughout the discussions of the articles and cases. Among others, topics will include competitive strategy and formulation, industry analysis, globalization or management, manufacturing as a competitive strategy, horizontal and vertical integration, computer integrated manufacturing and capacity expansion.

ACT 501. Introduction to Financial and Managerial Accounting (3).

An examination of objectives, concepts and principles of financial statements prepared for users external and internal to the business organization. Topics include financial statement analysis, measurement of income and capital, accounting for fixed assets, measuring and accounting for corporate debt, and other selected financial reporting issues, planning and control of operations.

ACT 701. Federal Income Taxation (3).

An analysis of the federal income tax laws relating to individuals. Income, deductions, credits and special tax computations are studied as they relate to individuals. Income tax returns are prepared with an introduction to tax research methods.

ACT 702 . Taxation of Corporations (3).

An in-depth study of the federal income tax laws as they relate to Subchapter C corporations. Analysis of the tax implications of formation, distributions, redemptions, reorganizations, and liquidations is emphasized. Tax returns are prepared in addition to extensive tax research. Emphasis is placed on developing concise technical communication skills. Prerequisite: ACT 701 Federal Income Taxation or equivalent.

ACT 703. Taxation of Partnerships and Fiduciaries (3).

An in-depth study of the federal income tax laws as they relate to partnerships, Subchapter S corporations, estates and trusts. Tax returns are prepared in addition to extensive tax research. Communication skills are emphasized.

BUS 601. Business Ethics (3).

This course will be conducted in seminar style. It will explore and analyze ethical considerations involved in managerial decision making. Topics to be considered are the ethical dimension in managerial dilemmas in such topics as advertising, working conditions, environmental pollution, work force reduction, and supplier relations. The relationship of management to the rule of law will be considered in such topics as business involvement in the formation of law as well as business use of the legal and political process. Managerial response to such personal ethical and legal issues as affirmative action, product safety, and sexual harassment will be considered. The ethical and social responsibility of management and employees will be explored in the context of profit motive and the implementation of ethical change in a business setting.

BUS 602. Environmental Influences on Business Management (3).

This course will survey the legal techniques used to control business behavior. The role of courts, legislatures, and regulatory agencies, as well as common, statutory and regulatory law will be viewed both from the historical and the current perspective. Specific topics will include contracts, commercial paper, agency, partnerships, corporations, antitrust and securities.

BUS 750. Strategic Management (3).

The content and process of the capstone course have been designed to provide a rigorous, integrative experience of all areas of management in a variety of environments. Through lectures and discussions of articles, students are exposed to seminal theory on a given topic. In addition, topic-specific, integrative thinking and communication skills are developed throughout the discussions of the articles and cases. Among others, topics will include competitive strategy and formulation, industry analysis, globalization or management, manufacturing as a competitive strategy, horizontal and vertical integration, computer integrated manufacturing and capacity expansion.

BUS 790. Special Topics in Management (3).

These courses designate special interest topics offered on an occasional basis to meet student and faculty interests.

BUS 795. Internship (variable credit).

This designates credit for approved experiential programs in consultation with the MBA committee.

BUS 799. Independent Study (Variable credit)

This designates individual study programs approved by the MBA committee.

CMM 501. Business Communications (3).

This course provides students with the technical skills and necessary theoretical knowledge of communication arts as applied to specific business situations. Topics include use of presentation formats, appropriate rhetorical constructions, communications theory, technical writing and documentation.

ECO 501. Macroeconomics for Managers (3 ).

This course covers the application of economic methods to business decision-making and current public policy issues. Primary emphasis is on the use of theoretical and statistical models to analyze and assess the performance of the economy with the given economic conditions and with different fiscal and monetary policies. Covered are the fundamental macroeconomic models relevant for developing economic forecasts, including topics include interest rates, inflation, government spending, monetary and fiscal policy and labor market behavior.

ECO 502. Microeconomics for Managers (3).

This course covers the application of microeconomic models to areas of business decision-making. Primary emphasis is on the use of theoretical and statistical models in the areas of consumer demand, production and cost analysis, and assessments of industry performance and market structure.

FIN 601. Financial Management (3).

Introduction to the theory and practice of real and financial asset decision making. Topics include short and long term financial planning, capital budgeting, capital structure, option pricing and hedging financial risk, domestic and global financial markets, financial ethics. Case analysis, group and individual projects, and use of commercially available financial software packages provide students with ample opportunities to implement financial decisions. Recommended prerequisite: ACT 501 or equivalent.

FIN 701. Investment Management (3).

A survey of investment theory, security analysis, and portfolio management with applications to domestic and international markets. Efficient capital markets, development of innovative financial instruments, and portfolio hedging topics are emphasized. Cases and projects are required. Prerequisite: FIN 601 Financial Management.

FIN 702. Financial Institutions and Markets (3).

A study of asset/liability management of depository and non-depository financial institutions within the framework of government regulations and interest rate risk. The course covers interest rate determination, duration, futures, swaps, gap analysis, and long-term investment decisions of financial institutions in the context of market globalizations. Prerequisite: FIN 601 Financial Management.

FIN 703. Corporate Risk Management (3).

Survey of the principles of financial engineering that include techniques of risk identification valuation of risky corporate cash flows, the role of futures and options in valuing risky corporate liabilities. Valuation principles will be applied to capital budgeting, capital structure, warrants, leasing mergers, financial health. Extensive use of linear and dynamic programming optimization models and expert systems will be used in cases and projects. Prerequisites: FIN 601 Financial Management and OPM 601 Operations Management, or their equivalents.

FIN 705. International Financial Management (3).

Study of international environment where financial officers raise funds, invest excess cash flows, and hedge currency risks. Topics include foreign exchange and currency markets, international trade and financing, foreign direct and portfolio investment, and balance of payments. Case analysis and group projects deal with real world issues and provide opportunities to make financial decisions under pressure. Prerequisite or corequisite: FIN 601.

HRM 601. Human Resources Management (3).

This course focuses on the relationship between personnel and labor policies and the practices and the objectives of the organization. Theories developed from the behavioral sciences will be used in analyzing the potential impact of changes in policies or practices. Emphasis will also be placed on evaluating the human resource function in terms of meeting the organizational goals. Topics include staffing, training, compensation, performance evaluation and labor relations.

HRM 702. Conflict Resolution (3).

This course will deal with conflict resolution and conflict in the workplace. It will focus on the negotiations process from both the individual and collective standpoint. It will feature class exercises and a negotiation workbook from the Harvard Negotiation Project. It will also examine collective bargaining for labor management relations and Alternative Dispute Resolution Systems.

HRM 703. Legal Issues in the Work Place (3).

This course is designed to address the legal personnel issues confronting managers in the workplace. It will focus on the practical requirements faced by employers in the area of hiring, evaluation, discharge, promotion, retirement, discrimination, wages, hours, and work benefits.

HRM 704. International Human Resource Management (3).

This course examines how international human resource management is done with respect to a general HRM model of selection, appraisal, rewards, and development. The latter part of the course will focus on how the international environment with respect to political systems, economic systems, industrial relations systems, legal environment, educational systems, demographic factors, technology, and culture affect these four aspects of human resource management.

HRM 707. Staffing (3).

This course is an investigation into the empirical and theoretical research which allows for a full understanding of the staffing process. The staffing process will be illustrated by using a comprehensive case-based model of both individual choice and organization needs in order to allow the student a grasp of the staffing process. Prerequisite: HRM 601.

HRM 708. Compensation (3).

This course focuses on managing compensation in contemporary organizations. The major objectives are: a) to examine the current state of compensation decision-making, b) to examine the implications of recent theoretical and research developments related to compensation decisions, and c0 to offer an opportunity to develop competencies in making compensation decisions. Prerequisite: HRM 601.

LAW 701. Marketing Law (3).

This course will analyze the legal aspects of sales transactions. Cases and problems will be used to explore both statutory and common law relating to sales of goods, secured transaction, shipment of goods and product liability. The Uniform Commercial Code and relevant consumer legislation will be studied as they related to marketing practices.

MGT 501 . Organizational Dynamics: Leadership, Teamwork and

A study of the individual, interpersonal, group and organizational, and environmental factors that interact with the culture of an organization and together determine the quality of life and performance. Readings, cases, experiential exercises, and group projects will be used to help students understand the concepts and discover which are personally valid for them.

MGT 602. Self Assessment and Career Development (3).

This course will cover a wide range of issues and theories of adult and career development and will involve the students in small group and class discussion as they process an extensive set of self assessment instruments and activities intended to culminate in both short- and long-term career and life plans.

MGT 701. Manufacturing Strategic Management (3).

This course will show how to use manufacturing as a strategic tool for and maintaining competitive advantage and shareholder value. Topics include competitor and industry analysis, economies of scale and scope, structural analysis, production system design, management of technology, computer-integrated manufacturing, vertical and horizontal integration, distant location, global strategies, capacity expansion, PIMS integrating financial, marketing and production strategies. Articles, cases, and lectures will be used.

MGT 702. Total Quality Management (3).

This course discusses methods for involving everyone in the business organization toward improving performance at every level. This improved performance is directed toward satisfying such cross-functional goals as quality, cost, scheduling, staff development, and new product development. Ultimately these activities lad to customer satisfaction. Product quality is satisfactory, reliable and economical for the customer. Techniques to deploy customer requirements into design characteristics are discussed. In these ways, significant competitive advantages can be established for various organizations.

MGT 703. International Management (3).

This course familiarizes students with the major countries of the most populous and fastest growing part of the world, Asia. Students will acquire an appreciation of the social, governmental, and cultural contexts of these nations (Japan, China, Indonesia, Malaysia, Vietnam, Thailand, South Korea, India, and others) using the United States as a reference point. Projects will develop a comparative assessment of management styles; tracking, updating, forecasting the likely evolution of markets, competition, technology, and trade among the major protagonists; technology transfer, local ownership and "sacrosanct industries;" globalizing management. Discussions of readings, cases analyses, role playing, and presentations will be employed.

MGT 705. International Business Leadership (3).

Given today's extensive and intensive global interaction, a lack of understanding or misunderstanding of why our trading partners (or antagonists) behave as they do makes it difficult to successfully deal with them. A key to such an understanding(or avoidance of misunderstanding) is to obtain a better grasp of their antecedents, of how their business systems evolved. This course seeks to address that need. It traces the history of the business systems of Britain, Germany, Japan, and where relevant, those of emerging nations such as China, India, and Mexico. We attempt to place matters in proper perspective and to gain a greater awareness of what our implicit and explicit beliefs are, why we espouse them, often unshakably, and in what light our ideologies, policies, and actions might be perceived by the Japanese, Germans, Britons or Chinese.

MGT 706. LEADERSHIP, MANAGEMENT, AND THE HUMANITIES (3).

This course will examine models of leadership drawn from classic works of literature and film. Leadership topics will include charisma, crisis management, cultural diversity, ethics, female leadership, goal-setting, the language of leadership, motivation, servant leadership, strategy, team building, and transformation leadership. We will discuss the practical and theoretical foundations for these leadership models by examining cases based on the following literary and film texts: All the King's Men, Antigone, The Bridge over the River Kwai, Citizen Kane, Ghandi, Glengarry Glen Ross, Glory, Heart of Darkness, Henry V, The Iliad, A Jury of Her Peers, The Major of Casterbridge, Moby Dick, Norma Rae, The Odyssey, Twelve O'Clock High, and Twelve Angry Men. Prerequisite: MGT 501.

MGT 709. Leadership, Power, and Influence (3).

This course is designed to build the leadership skills needed to effectively lead organizations and departments in today's highly complex and competititve world. It is built around David Bradford's and Allan Cohen's new book, Power Up: Transforming Organizations Through Shared Responsibility. This course is highly experiential and makes extensive use of role plays, behavioral feedback and coaching, small work groups, films, exercises of criticial management problems and skill practice sessions. Prerequisitie: MGT 501.

MGT 711. Leading Organizational Change (3).

This course will tackle three basic questions: what is an organization, what is change, and how to lead organizational change. We will explore the evolving role of leadership, various metaphoric and systems views of organizations, and the values and methods of organizational change and development. Student teams will also design and conduct organizational inquiries. Prerequisite: MGT 501.

MIS 501. Information Systems (3).

An overview of management information systems (MIS) and their structure is provided through case analysis. Topics covered include the underlying concept of information, decision-making, management, and how organizations affect the design of information systems. The impact of information systems on human behavior, organizations and societies is analyzed. Information resources management models underlie the technical and management focus of the course. Students are expected to complete group and individual projects using commercially available spreadsheet, database and systems analysis software packages.

MIS 701. Database Management Systems: Theory, Development and Operation (3).

This course develops the framework for database systems analysis and design. Course topics focus on database design, data modeling, data integrity, security, database management approaches and techniques, and distributed databases. Students are expected to complete a database project using commercially available software packages.

MIS 703. Systems Analysis and Design (3).

This course provides the building blocks for analysis and design of management information systems. The systems development life cycle, information gathering techniques, data and process modeling techniques, and management of the systems analysis and design processes are covered. Students apply the concepts introduced using computer-aided software engineering (CASE) tools.

MIS 704. Communication, Networks and Teleconferencing (3).

An introduction to the management challenges of communications systems, signals and noise. This course considers the problems and limitations associated with interconnecting computers by communications networks. Topics include protocols, interface design, queuing, multiplexing, coding and network configurations.

MKT 601. Marketing Management (3).

Introduces the role of marketing in organizations, including customer analysis and buyer behavior, market segmentation and research, distribution channel and product policy, strategy, pricing, and marketing communications. Case studies provide an opportunity for analytical approaches to problems both orally and in writing.

MKT 701. Advertising Management (3).

Emphasizes the management of advertising and sales promotional strategies, tactics and tools in achieving the marketing objectives of the organization. Case analyses expose the student to a variety of organizational settings, including consumer, industrial, not-for-profit, product, service and international. Computer exercises in media and sales promotion planning are also employed along with report writing and revision.

MKT 702. Marketing Research (3).

Considers the use of research information in the marketing decision-making process. Emphasis is placed on identifying an information need, selecting research designs, designing sampling plans, collecting data and analyzing data using a variety of multivariate statistical techniques. Special attention is provided for the formulation of recommendations and conclusions related to the research process and preparation of the final research report to aid managerial decision-making.

MKT 703. Transportation and Distribution Systems (3).

Focuses on the comparative economic structures, competition, regulation and technological change for both domestic and international common carrier modes of transportation. Emphasis is on understanding the fundamentals of transportation regulation and deregulation

MKT 704. Health Care Marketing (3).

The volatility within the health care industry is well documented. Yet, the evolutionary process that has engulfed this industry continues to evolve in a rather undefined manner. This course will provide a comprehensive assessment of the changing nature and scope of the health care network and what role marketing plays in identifying threats and opportunities while reshaping the future of the industry. Various models of delivery will be analyzed ranging from traditional fee -for-service and managed care. Research projects and readings will serve as the primary means of learning about this emerging industry. Prerequisite or corequisite: FIN 601 or equivalent recommended.

MKT 705. Services Marketing (3).

Services Marketing examines both services industries such as automobile repair, tax preparation and hotel chains, as well as internal organizational services such as recruitment, legal services and payroll administration. Current readings and case analyses as well as a course research project are employed to explore the unique problems faced by the services marketing manager. Approaches to examining and enhancing services marketing strategies are presented as well as approaches to developing, pricing, promoting and distributing services to targeted segments of the market. Globalization issues are incorporated throughout the course. Prerequisite: MKT 601.

OPM 601. Operations Management (3).

This course provides the analytical experience for modeling manufacturing and service systems, and the understanding of how they utilize limited resources to provide goods and services. The course introduces students to different quantitative techniques and decision-making approaches and their applications to operations management problems. The problem-solving approach also involves the use of several personal computer packages containing management science and operations research programs. Topics include forecasting, facility layout, production processes, planning, scheduling, resource allocation, inventory systems, project management, decision analysis, and quality control. Recommended prerequisite: QUA 501 or equivalent.

OPM 701. Management and Control of Manufacturing Systems (3).

This course provides managerial and analytical perspectives for manufacturing systems. Emphasis is placed on updated, modern and computer-based systems. It is designed to include a comprehensive examination of production and inventory planning and control in manufacturing systems. Topics include production planning, master planning, materials requirement planning, inventory management, operations scheduling, production activity control, and just-in-time production. Special attention is given to the practical operation of a computer-based system including the loading maintenance and manipulation of data as well as the retrieval and evaluation of policy information. Prerequisite: OPM 60l or equivalent.

QUA 501. Quantitative Decision Making (3).

This course provides the principles of statistical inference. Probability, random variables, univariate distribution theory, hypothesis testing, and estimation theory will be the focus of the first part of the course. Additional topics are selected from decision theory, nonparametric methods, and linear modeling. Emphasis is placed on the use of statistical software packages to handle practical statistical analyses.