School of Business and Economics 

School Dean: 
Department Chair: Dr. Eva Leeds
Director, Business Graduate Programs: Dr. Joseph Szmania
Assistant Vice President Corporate-Educational Partnerships: Dr. Katie P. Desiderio 
Assessment and Accreditation: Dr. Lizbeth Kleintop
Professors: Kaskowitz, Leeds, J. Ravelle, West
Associate Professors: Aziz, Desiderio, Terrizzi
Assistant Professors: Boyer, Liu
Associate Professor of Practice: Kleintop
Assistant Professor of Practice: Cyliax, Elhussini, Koscinski, Krohn, Kuhns, O'Connor, Szmania
Adjunct Faculty: Aloi, Barron, Bartkus, Best, Brown, Daly, Egan, Fehr, Fraboni, Godbey, Gotwals, Hahn, Huff, King, Law, Marabella, Miler, Orlando, Post, Queen, Ramson, Roche, Schmidt, Schurra, Sclafani, Stewart, Sylvia, Talipan, Tarone, Vazquez, and Welsh
Assistant Director, Graduate Business Programs: Chris D’Imperio
Support Leader: Cathy Welsko

Mission Statement

The School of Business and Economics advances the values of the liberal arts and professional education through the traditions of Moravian University. We enact transformational teaching, research, and learning in accounting, economics, and management for undergraduate, graduate, and professional students. Our curricular components are adapted for the distinct needs of each student. 

Undergraduate Majors and Minors

The School of Business and Economics offers undergraduate majors in Accounting, Business Management, Economics, Finance, Marketing Analytics, Marketing Management, Organizational Leadership, Sport Management, International Management (in collaboration with Modern Languages and Literatures) and Environmental Economics and Policy (in collaboration with Environmental Studies). The accounting, economics, and management majors are accredited by the Accreditation Council for Business Schools & Programs (ACBSP).

The Major in Accounting

Accounting is often called “the language of business.” The study of accounting prepares students to analyze and summarize economic activity for purposes of good decision making in organizations. The accounting major helps to prepare students for careers in public accounting, private industry, and nonprofit organizations. It is also a good foundation for graduate study in accounting, management, finance, and law, as well as preparation examinations for professional certifications such as Certified Public Accountant, Certified Management Accountant, and Certified Internal Auditor.

Most states now require 150 credit hours of education to be completed before a candidate may be licensed as a CPA. Students can meet this requirement at Moravian University through early planning and careful course selection. One option is through admission to the 4 + 1 B.A./MBA. Program. Students are encouraged to consult with their advisors on course selection.

 

The Minor in Accounting

The minor in accounting consists of five (5) course units: ACCT 157, 213 and three (3) other Accounting courses, at least two of which must be at the 200 level or above.

Note: Students in the School of Business and Economics may not double count any courses between the major and the minor.

The Major in Business Administration (open to degree-completion students only) 

A business administration major is a comprehensive, multidisciplinary program that incorporates subjects ranging from marketing, and accounting to human resources and economics, along with mathematics, business law, finance, and ethics.   The business administration major is Moravian’s primary business major for post-traditional/adult learners.  Courses are offered primarily in an online or hyflex format.

Required Courses: ECON 152  Principles of Economics   Statistics Requirement  One of the following two courses ECON 156- Business Statistics MATH 107 Statistics BUS 155 Business & Society BUS 253 Human Resource Management BUS 226 Legal Environment of Business  BUS 252 Data and Decisions BUS 365 Business Seminar BUS 386 Internship
FIN 231	Managerial Finance
MKTG 151	Marketing Management
Management or Business controlled elective.	Select one of the following: Leadership 361, Strategic Leadership Leadership 374, Contemporary Leadership Challenges MGMT 511, Strategic Leadership MGMT 512, Women in Leadership MGMT 513, Leading People in Organizations MGMT 519, Managing Operations MGMT 521, Ethics, Law, and Social Responsibility MGMT 523, Marketing Management Strategy MGMT 545, Strategic Supply Chain Management.  MGMT 522, Project Management. MGMT 553, Big Data Management MGMT 555, Business Research Methods A special topics course, approved by the student’s advisor *An elective course in the major which is at the 500 level may count both towards the undergraduate major and a graduate business degree at Moravian University.

The Major in Business Management

Business Management students study market forces and organizational capabilities to evaluate and manage business activities. Students will learn to analyze the business environment through accepted approaches and procedures that results in enhanced decision-making for business professionals.  Business management majors study and apply the principles of accounting, finance, management, economics, marketing, human resource, and legal requirements to achieve organizational goals.

Entrance to Major Requirements Must earn a C- or better in the following courses before declaring the major
ECON 152	Principles of Economics
Statistics Requirement	One of the following two courses ECON 156- Business Statistics MATH 107 Statistics
Calculus Requirement	The following course MATH108 Functions and Derivatives
Business Core Requirements (8 units) ACCT 157 Financial Accounting ECON 152 Principles of Economics ECON 156 OR MATH 107 Economics & Business Statistics Elementary Statistics FIN 231 Managerial Finance ECON 225 Intermediate Microeconomics BUS 155 Business & Society MATH 108 Functions & Derivatives BUS 252 Using Data in Business Decision Making Business Management Major Requirements (7 units)
BUS 226	Legal Environment of Business
MKTG 151	Marketing Management
BUS 253	Human Resource Management
BUS 324	Operations Management
BUS 342	Organizational Leadership (WI)
BUS 365	Business Seminar
BUS 366 OR BUS 386	Service Learning Internship

The Minor in Business Management 

For students with a major outside of the School Business and Economics, the Business Management minor consists of the following five (5) courses:  ECON 152, FIN 231, BUS 226, MKTG 151 and BUS 252 or BUS 253.

For students with a major within the School Business and Economics, the Business Management minor consists of the following five (5) economics courses: BUS 226, BUS 253, BUS 324, BUS 342 and one (1) elective chosen from the following: ACCT 213, ECON 256, MKTG 151, BUS 366 or MKTG 370.

Note: Students in the School of Business and Economics may not double count any courses between the major and the minor.

The Major in Economics

Economics is a social science in which we learn how and why individuals, firms, households, and governmental agencies make the decisions they make.  This broad discipline includes examining issues of scarcity, decisions about production and consumption, in addition to household, family, and public policy decisions.  The study of economics touches many fields including healthcare, labor, education, and the environment. The economics major provides a background for careers in business, government, economics, law, public administration, planning, as well as preparation for graduate study.

The economics major at Moravian has three tracks: 

• Managerial Economics - the managerial economics track prepares students for careers in management with a focus on production, consumption, and operations decision-making.  Students studying in this track will learn about optimizing product pricing, quality, and design decisions under a variety of market structures.  Students completing this track will be prepared for management and consulting careers.
• Public Policy Economics - the public policy economics track prepares students for policy analyst roles in governmental and nonprofit agencies.  Students studying in this track will learn the fundamental economic theories and apply them in a variety of policy arenas, including: health, sustainability, economic development, discrimination, and income inequality.  Students completing this track will be prepared for careers as policy analysts in a variety of contexts.
• Quantitative Economics - the quantitative economics track prepares students for graduate school and policy analysis roles, in addition to quantitative-based consulting careers.  Students studying in this track will explore the underlying mathematical models inherent in decision-making analyses across a variety of policy and business contexts.  Students completing this track will be prepared for data analyst careers and graduate school in economics or other data analytics fields.

Entrance to Major Requirements Must earn a C- or better in the following courses before declaring the major ECON 152  Principles of Economics Statistics Requirement  One of the following two courses ECON 156 - Business Statistics MATH 107 Statistics Calculus Requirement  The following course MATH 108 Functions and Derivatives Business Core Requirements (8 units)
ACCT 157	Financial Accounting
ECON 152	Principles of Economics
ECON 156 or MATH 107	Economics & Business Statistics Elementary Statistics
FIN 231	Managerial Finance
ECON 225	Intermediate Microeconomics
BUS 155	Business & Society
MATH 108	Functions & Derivatives
BUS 252	Using Data in Business Decision Making

The Minor in Economics

For students with a major outside of the School Business and Economics, the economics minor consists of the following five (5) courses:  ECON 152, ECON 156, ECON 225 OR ECON 226, and two (2) ECON elective courses at the 200-level or higher.

For students with a major within the School Business and Economics, the economics minor consists of five (5) economics courses that are not included in the business core (or in one’s major).

Note: Students in the School of Business and Economics may not double count any courses between the major and the minor.

The Major in Environmental Economics and Policy

For details on course requirements and options, please refer to this link. 

The Major in Finance

Finance is a discipline focused on the creation and management of money. To be exact, it studies how an individual, firm or government acquires money and spends money. Finance works in many areas, including asset pricing, financial markets, financial institutions, risk management, and corporate finance. The finance major will develop students’ skills in determining asset values, preparing corporate budgets, choosing optimal financial structures, managing risk, and making financial decisions such as dividend policies, mergers and acquisitions, and working capital management.  

Entrance to Major Requirements Must earn a C- or better in the following courses before declaring the major
ECON 152	Principles of Economics
Statistics Requirement	One of the following two courses ECON 156- Business Statistics MATH 107 Statistics
Calculus Requirement	The following course MATH 108 Functions and Derivatives
Business Core Requirements (8 units) ACCT 157 Financial Accounting ECON 152 Principles of Economics ECON 156 OR MATH 107 Economics & Business Statistics Elementary Statistics FIN 231 Managerial Finance ECON 225 Intermediate Microeconomics BUS 155 Business & Society MATH 108 Functions & Derivatives BUS 252 Using Data in Business Decision Making Finance Major Requirements (8 units)
ECON 226	Intermediate Macroeconomics
ECON 256 OR MATH 170	Applied Econometrics  Analytical Geometry and Calculus I
FIN 331	Advanced Managerial Finance
ECON 220	Money, Banking and Financial Markets
FIN 332	Behavioral Finance
MGMT 326 OR FIN 342	Law of Finance Risk Management and Insurance
FIN 341	WI:Investment and Portfolio Theory
ECON 335	Current Topics in Finance

The Minor in Finance

Finance is a discipline focused on the creation and management of money. To be exact, it studies how an individual, firm or government acquires money and spends money. Finance works in many areas, including asset pricing, financial markets, financial institutions, risk management, and corporate finance. The finance major will develop students’ skills in determining asset values, preparing corporate budgets, choosing optimal financial structures, managing risk, and making financial decisions such as dividend policies, mergers and acquisitions, and working capital management.

The Finance Minor consists of FIN 341 Investment and Portfolio Theory and any four (4) additional courses from the list below. The courses cannot be in the student’s major and no more than two courses can be in economics.

• ECON 220 Money, Banking and Financial Markets 
• ECON 226 Intermediate Macroeconomics 
• ECON 236 International Economics
• ECON 256 Applied Econometrics 
• FIN 235 Current Topics in Finance
• FIN 331 Advanced Managerial Finance
• FIN 332 Behavioral Finance
• FIN 342 Risk Management and Insurance
• BUS 326 Law of Finance

Note: Students in the School of Business and Economics may not double count any courses between the major and the minor.

The Certificate in Finance

Finance is a discipline focused on the creation and management of money. To be exact, it studies how an individual, firm or government acquires money and spends money. Finance works in many areas, including asset pricing, financial markets, financial institutions, risk management, and corporate finance. The finance major will develop students’ skills in determining asset values, preparing corporate budgets, choosing optimal financial structures, managing risk, and making financial decisions such as dividend policies, mergers and acquisitions, and working capital management. 

The Finance Certificate consists of the following seven (7) courses: 

1. ACCT 157 Financial Accounting

2. MATH 105 Mathematics for Business

3. ECON 152 Principles of Economics

4. ECON 156 Economics and Business Statistics or MATH 107 Elementary Statistics

5. ECON 220 Money, Banking and Financial Markets

6. FIN 231 Managerial Finance

7. FIN 341 Investment and Portfolio Theory

The Major in International Management 

The major in international management is offered jointly by the Department of Economics and Business and the Department of Modern Languages and Literatures.  It consists of six courses in each department and includes a semester-long program of study in a country where French, German or Spanish  is spoken as a primary language.   Students  will consult with advisors to choose programs abroad that complement the programmatic focus.  All students interested in this major should consult with Professors James P. West and Carmen Ferrero (Spanish), Joanne McKeown (French), or Axel Hildebrandt (German).  For details on course requirements and options, please refer to this link. 

There is no minor offered in International Management.

The Major in Management, Sport Management Track

Entrance to Major Requirements Must earn a C- or better in the following courses before declaring the major ECON 152  Principles of Economics Statistics Requirement  One of the following two courses ECON 156 - Business Statistics MATH 107 Statistics Calculus Requirement  The following course MATH 108 Functions and Derivatives Business Core Requirements (8 units)
ACCT 157	Financial Accounting
ECON 152	Principles of Economics
ECON 156 or MATH 107	Economics & Business Statistics Elementary Statistics
FIN 231	Managerial Finance
ECON 225	Intermediate Microeconomics
BUS 155	Business & Society
MATH 108	Functions & Derivatives
BUS 252	Using Data in Business Decision Making

The Major in Marketing Analytics

Marketing Analytics studies data to evaluate marketing activities. Students will learn to analyze data through accepted approaches and procedures that results in enhanced decision-making for marketing professionals.  Marketing analytics studies patterns in economic and consumer data that can be used to improve an organization’s marketing strategy.

Entrance to Major Requirements Must earn a C- or better in the following courses before declaring the major
ECON 152	Principles of Economics
Statistics Requirement	One of the following two courses ECON 156- Business Statistics MATH 107 Statistics
Calculus Requirement	The following course MATH 108 Functions and Derivatives
Business Core Requirements (8 units) ACCT 157 Financial Accounting ECON 152 Principles of Economics ECON 156 OR MATH 107 Economics & Business Statistics Elementary Statistics FIN 231 Managerial Finance ECON 225 Intermediate Microeconomics BUS 155 Business & Society MATH 108 Functions & Derivatives BUS 252 Using Data in Business Decision Making Marketing Analytics Major Requirements (7 units)
ECON 256	Applied Econometrics
ECON 327	Industrial Organization
MKTG 227	Consumer Behavior
MKTG 151	Marketing Management
MKTG 275	Marketing Analytics
MKTG 311	Marketing Research (WI)
MKTG 375 OR MGMT 365	Marketing Strategy Senior Seminar

The Major in Marketing Management

Marketing Management studies market forces and organizational capabilities to evaluate and manage marketing activities. Students will learn to analyze the market environment through accepted approaches and procedures that results in enhanced decision-making for marketing professionals.  Marketing management studies and applies market analysis, market segmentation, positioning, differentiation and the marketing mix in the development of marketing strategies and integrated marketing plans that achieve organizational goals.

Entrance to Major Requirements Must earn a C- or better in the following courses before declaring the major
ECON 152	Principles of Economics
Statistics Requirement	One of the following two courses ECON 156- Business Statistics MATH 107 Statistics
Calculus Requirement	The following course MATH 108 Functions and Derivatives
Business Core Requirements (8 units) ACCT 157 Financial Accounting ECON 152 Principles of Economics ECON 156 OR MATH 107 Economics & Business Statistics Elementary Statistics FIN 231 Managerial Finance ECON 225 Intermediate Microeconomics BUS 155 Business & Society MATH 108 Functions & Derivatives BUS 252 Using Data in Business Decision Making Marketing Management Major Requirements (7 units)
MKTG 227	Consumer Behavior
MKTG 228	Telling and Selling Your Brand
MKTG 151	Marketing Management
MKTG 270	Digital Marketing
MKTG 311	Marketing Research (WI)
MKTG 375 OR MGMT 365	Marketing Strategy Senior Seminar
MKTG 370	New Product Innovation

The Minor in Marketing

Marketing Management studies market forces and organizational capabilities to evaluate and manage marketing activities. Students will learn to analyze the market environment through accepted approaches and procedures that results in enhanced decision-making for marketing professionals.  Marketing management studies and applies market analysis, market segmentation, positioning, differentiation and the marketing mix in the development of marketing strategies and integrated marketing plans that achieve organizational goals.

The minor will consist of five courses in this field, as outlined below.

Note: Students in the School of Business and Economics may not double count any courses between the major and the minor.

The Major in Organizational Leadership Track (open to degree-completion students only) 

The major in Organizational Leadership, a program of the Economics & Business Department, prepares post-traditional, working students for leadership roles within the corporate, not-for-profit and public sectors. The program is broken down into three components: Business Foundations, Leadership Core, and Integrative Seminar. Business foundations are designed to give students a firm foundation in the economic, societal, and financial contexts in which organizations operate while also examining the impact that effective leadership can have on an organization’s outcomes.  The Leadership Core is designed to investigate leadership at the individual, group, and organizational levels. Finally, the integrative seminar is the capstone experience for the Organizational Leadership major.

The Major in Supply Chain Management

Supply Chain Management is the handling of the entire production flow of a good or service from raw materials to final product delivery.  Supply chain managers plan, source, organize products and see them through the manufacturing process, and coordinate the logistics of product delivery and returns.

Entrance to Major Requirements Must earn a C- or better in the following courses before declaring the major
ECON 152	Principles of Economics
Statistics Requirement	One of the following two courses ECON 156- Business Statistics MATH 107 Statistics
Calculus Requirement	The following course MATH 108 Functions and Derivatives
Business Core Requirements (8 units) ACCT 157 Financial Accounting ECON 152 Principles of Economics ECON 156 OR MATH 107 Economics & Business Statistics Elementary Statistics FIN 231 Managerial Finance ECON 225 Intermediate Microeconomics BUS 155 Business & Society MATH 108 or MATH 105 Functions & Derivatives or Math for Business BUS 252 Using Data in Business Decision Making Supply Chain Management Major Requirements (7 units)
ACCT 213	Managerial Accounting
MKTG 151	Marketing Management
MKTG 275	Marketing Analytics
BUS 324	Operations Management
BUS 445	Supply Chain Management
BUS 447	Supply Chain Management Logistics Systems
BUS 449	Supply Chain Management Technology

 

The Interdepartmental Major

Please refer to the section of the catalog describing the interdepartmental major. Students choosing the Economics and Business Department as the “ Set #1” must complete ECON 152, ECON 156 (or appropriate statistics equivalent), and ACCT 157. 

Notes for Majors and Minors in Economics and Business

• Entrance to Major Requirements:  Students must complete each of the following courses with a C- or better before declaring a major in Accounting, Economics, or Management:  ECON 152, statistics requirement (ECON 156 or MATH 107) and the calculus requirement (MATH 108). Students may repeat a course to improve the grade in accordance with the University policy on repeating a course.
• Students majoring in programs in the Economics and Business Department are expected to be computer-literate and acquainted with applications in word-processing, spreadsheets, and statistical analysis.
• Algebra and calculus are required in the economics, management, and accounting majors. The algebra requirement ordinarily is met by the completion of three years of secondary mathematics; the calculus requirement is met by taking MATH 108.
• Transfer students may satisfy the calculus prerequisite through courses taken at other institutions on approval of the Economics and Business Department chair. Students are advised that such courses might not satisfy Moravian's F2 requirement.
• MATH 107 may be substituted for ECON 156 in the major or minor in economics, management, international management, and accounting students who have received academic credit for MATH 107 or MATH 231, will not receive credit for ECON 156. 
• Students intending graduate work in economics are encouraged strongly to take MATH 171  and MATH 220.
• Majors in economics, management, international management, or accounting are urged to develop a significant concentration in some other area, whether it be mathematics, a natural science, one of the humanities, a foreign language, or another behavioral science.
• ECON 152 will satisfy the M4 Learning in Common requirement in Economic, Social, and Political Systems.
• All students majoring in the department must enroll in one writing-intensive (WI) course within their major.
• Students may major in one field in the department and minor in another but may not double-count courses (i.e., count a single course towards both the major and the minor). Students should consult their advisor or the chair regarding acceptable substitute courses.
• Majors in this department may not take any full-unit courses in the department on a pass/no credit basis.
• The department recognizes self-designed and interdisciplinary majors and minors and conforms to University policy with regard to their requirements. Advisors should consult the most recent edition of this catalog for requirements and more information.
• Challenges to all course prerequisites must be approved by the department chair.

Dual Degree 4+1 Programs 

The Economics and Business Department offers opportunities to Moravian University students interested in earning both a bachelor’s degree in any major along with a master’s degree in either business administration (MBA) or healthcare administration (MHA) through a combined, five-year program. Students will begin taking graduate-level courses in their senior year to help transition into a full, final year of graduate studies.

Available 4+1 Degrees: 

• MGMT 4+1 MBA

4+1 students should complete the business competencies for the MBA program and have internship experience before entering into their senior year. Students should work with their academic advisor for appropriate planning.

MBA Concentrations are in available in: 

• Business Analytics 
• Accounting
• Human resource Management 
• Healthcare Management
• Supply Chain Management 
• General Management 

• ACCT 4+1 MBA

4+1 students should complete the business competencies for the MBA program and have internship experience before entering into their senior year. Students should work with their academic advisor for appropriate planning.

MBA Concentrations are in available in: 

• Business Analytics 
• Accounting
• Human resource Management 
• Healthcare Management
• Supply Chain Management 
• General Management 

MGMT 4+1 MHA  

4+1 students should complete the business competencies for the MBA program and have internship experience before entering into their senior year. Students should work with their academic advisor for appropriate planning.

MBA Concentrations are in available in: 

• Business Analytics 
• Accounting
• Human resource Management 
• Healthcare Management
• Supply Chain Management 
• General Management 

Graduate Programs

The MBA Program

The Moravian MBA program develops leaders with the skills and adaptability to manage complex, diverse, and fast-changing situations in today’s business world. The Moravian MBA program is flexible, convenient, and affordable to meet the needs of today’s students in a busy world, a curriculum which gives you the tools for a successful career. We believe that some of the most valuable lessons are learned outside of the classroom. That’s why we partner with the Lehigh Valley’s leading employers to offer personalized learning programs, internships, and real-world course work.The Moravian MBA is accredited by the Accreditation Council for Business Schools & Programs (ACBSP).

Leadership Core: 

Working in small classes MBA students take a common core of courses in leadership, organizations, people, and process-based skills to strategic problems including:

• MGMT 511: Developing Leadership Competencies 
• MGMT 513: Leading People in Organizations 
• MGMT 521: Ethics, Law, and Social Responsibility
• MGMT 571: Leading Change in Organizations

Functional Core: 

Students additionally take a second core of courses in microeconomics, finance, operations, and business research methods, including: 

• MGMT 515: Microeconomic Foundations for Strategic Management 
• MGMT 517: Corporate Financial Management 
• MGMT 519: Managing Operations 
• MGMT 555: Business Research Methods 

MBA Concentrations: 

Students specialize their knowledge in business by completing four courses in one of six concentrations of their choosing. 

Managerial Accounting Concentration 

Designed to meet Pennsylvania ACT 73 of 2008 educational standards for earning the certified public accountant (CPA) license. 

Required Accounting Concentration Courses: 

• MGMT 552: Managerial Accounting
• The elective courses should be in two non-core and non-Accounting Concentration courses offered in the MBA, Master of Human Resource Management, or Master of Health Administration programs. Consult with your advisor in selecting these courses.

Data Analytics Concentration

A program created to equip today’s business leaders with the latest analytical tools needed to master large databases and research effective business decisions. 

Required Business Analytics Concentration Courses: 

• MGMT 553: Big Data Management  
• MGMT 556: Decision Analysis 
• MGMT 557: Big Data Analytics
• MGMT Elective
  • Elective Course: One non-core and non-Business Analytics Concentration course offered in the MBA, Master of Human Resource Management, or Master of Health Administration programs (500/600 level courses). Consult with your advisor in selecting this course.

Finance Concentration

Required Finance Concentration Courses: 

• MGMT 517: Corporate Finance (required)
• MGMT 518: Advanced Corporate Finance (required)

Two (2)  elective courses

• MGMT 516: Financial  Markets & Marcoeconomics 
• MGMT 556: Decision Analysis
• MGMT 558: Risk Analysis
• MGMt  629: Quantitative Finance

Healthcare Management Concentration 

Prepare to make significant contributions in improving the health of communities, whether from assisted living programs, clinics, healthcare associations, hospitals, nursing homes, and more.

Required Healthcare Management Concentration Courses: 

• MGMT 532: Managing Health Care Organizations 
• MGMT 534: Health Care Economics and Financing Systems  
• MGMT 536: Law, Regulations & Ethics in the Health Care Environment 
• MGMT Elective
  • Elective Course: One non-core and non-Business Analytics Concentration course offered in the MBA, Master of Human Resource Management, or Master of Health Administration programs (500/600 level courses). Consult with your advisor in selecting this course.

Human Resource Management Concentration

Extend your knowledge into the discipline of HR by taking courses offered in the Master of Human Resource Management degree program.

Required Human Resource Management Concentration Courses: 

Students will select four courses from the list below to meet the concentration requirements.

• MGMT 562: Human Resource Information Systems 
• MGMT 563: Current Legal Issues in HR
• MGMT 565: Global Talent Management 
• MGMT 567: Compensation and Benefits
• MGMT 569: Training and Development Systems
• MGMT 572: Managing Performance
• MGMT 577: Project Planning and Management 
• MGMT 579: Strategic HR Management 

Supply Chain Management Concentration

Develop your knowledge and skills in the identification, acquisition, positioning, and management of resources that organizations need to attain their objectives. 

Required Supply Chain Management Concentration Courses: 

• MGMT 545: Strategic Supply Chain Management
• MGMT 547: Supply Chain Integrated Logistics Systems
• MGMT 549: Supply Chain Management Technology
• MGMT Elective 
  • Elective Course: One non-core course and non-Supply Chain Management concentration course offered in the MBA, Master of Human Resource Management, or Master of Health Administration programs. Consult with your advisor in selecting this course.

General Management Concentration 

Provides a general business MBA attractive to individuals interested in improving their managerial knowledge and skills while remaining generalists

Required General Management Concentration Courses:  

• MGMT 523: Marketing Management & Strategy 
• MGMT Elective
• MGMT Elective
• MGMT Elective
  • Elective Courses: Three  non-core courses offered in the MBA, Master of Human Resource Management, or Master of Health Administration programs. Consult with your advisor in selecting these courses.

Bundle and Build Program

The Moravian University Bundle & Build program gives students the opportunity to develop specific professional skills with one or more Graduate Professional Certificates.  The courses included in the Bundle & Build program will also apply towards the MBA degree for students interested in pursuing a graduate degree.

There are eight Bundle & Build offerings that result in Graduate Certificates within the Moravian College MBA program.  Each Certificate is a four-course bundle that includes both required and elective courses.  

Bundle & Build Graduate Certificates are the following –

Students can build to 3 bundled certificates until they reach 12 courses or 36 credits; the leadership certificate and business foundations certificate(s) are required for the MBA and the third certificate will serve as the concentration area.  This is the equivalent of the current Master of Business Administration program requirements.

The Master of Science in Human Resource Management (MSHRM)

Aligned with the Society for Human Resource Management (SHRM) HR curriculum guide, the MSHRM program develops the strategic human resource management knowledge of students and how that knowledge contributes to the bottom line of organizations to create the human capital development skills that credible Human Resource (HR) professionals with business knowledge bring to the table. Strategy inevitably involves risk. Risk without knowledge and understanding is a hit-or-miss affair. The Moravian University MSHRM program delivers knowledge, develops your skills, and reinforces your ability to be a contributing strategic business partner within your organization. The MSHRM program is accredited by the Accreditation Council for Business Schools & Programs (ACBSP).

MSHRM Core Courses: 

The MSHRM program develops students’ competencies in critical areas in HR and business that will enable graduates to bring a competitive advantage to employers.  All MSHRM students take core courses in leadership and advanced HR topics, including:

• MGMT 511: Developing Leadership Competencies
• MGMT 513: Leading People in Organizations
• MGMT 521: Ethics, Law, and Social Responsibility
• MGMT 561: Measurement Strategies & Methods in HR 
• MGMT 562: Human Resource Information Systems 
• MGMT 565: Global Talent Management 
• MGMT 567: Compensation and Benefits 
• MGMT 571: Leading Change in Organizations
• MGMT 579: Strategic HR Management 

MHSRM Concentrations:

Focus your studies on the HR areas of greatest interest to you by choosing from either the Leadership or Learning & Performance Management Concentrations. Each concentration consists of two required courses and one elective course.

HR Leadership Concentration:  

HR leadership in business is about formulating objectives, practices, and policies to meet the goals, opportunities, and needs of the organization. Courses in this concentration include:

• MGMT 517: Corporate Financial Management 
• MGMT 563: Current Legal Issues in HR
• MGMT Elective 
  • Elective Course: One (1) other non-core and non-HR Leadership concentration course offered in the MSHRM, MBA, or Master of Health Administration programs. Consult with your advisor in selecting this course.

Learning and Performance Management Concentration 

The Learning & Performance Management Concentration will provide you with a focus to understanding training and development needs of employers and employees and provide you with the knowledge and tools to guide the performance of people in the workplace. Courses in this concentration include: 

• MGMT 569: Training and Development Systems 
• MGMT 572: Managing Performance
• MGMT Elective 
  • Elective Course: One (1) other non-core and non-HR Leadership concentration course offered in the MSHRM, MBA, or Master of Health Administration programs. Consult with your advisor in selecting this course.

Master of Science in Data Analytics (MSDA) Online

The Master of Science in Data Analytics (MSDA) program is an online graduate program in data science. Courses cover business management and communications, information technology, and modeling. Small class sizes promote extensive interaction among students and our faculty. Students gain critical skills for succeeding in today's data-intensive world, including business case studies, data analysis, and making recommendations to management. They learn how to utilize database systems and analytics software, including Excel, SPSS, and R. Students learn how to make trustworthy predictions using traditional statistics and machine learning methods. With a wide range of elective courses to choose from, students can customize their studies across a variety of data science disciplines, including marketing analytics, web analytics, data visualization, healthcare analytics, and supply chain analytics. Special topic electives are offered providing additional study opportunities, including decision analytics, financial market models, time series forecasting, sports analytics, operations management, mathematical programming, simulation methods, and analytics for total quality management. 

MSDA Core Courses:

• MGMT 555: Business Research Methods
• MGMT 511: Developing Leadership Competencies
• MGMT 513: Leading People in Organizations
• MGMT 553: Big Data Management
• MGMT 557: Big Data Analytics
• MGMT 602: Multivariate Analysis
• MGMT 605: Generalized Linear Models 
• MGMT 608: Advanced Modeling Techniques
• MGMT 612: Marketing Analysis 
• MGMT 556: Decision Analysis
• MGMT 577: Project Management and Planning 
• MGMT 671: Capstone Project 

The Master of Health Administration (MHA)

Healthcare is an industry changing faster than any other. Bringing together the best practices in healthcare and business, the Moravian MHA program prepares students to manage health care organizations at all levels -- health systems, hospitals, clinics, physician practices, rehabilitation centers, skilled nursing facilities, and others -- in this dynamic environment. Best business practices are shared among student professionals from a variety of organizations representing a cross-section of the Lehigh Valley’s business community. This program is strategically designed for you to succeed in today’s complex healthcare environment.

The MHA curriculum develops students' leadership, collaboration, analytical and problem solving skills, and a deep understanding of the healthcare industry in required courses, including:

• MGMT 511: Developing Leadership Competencies
• MGMT 513: Leading People In Organizations
• MGMT 532: Managing Health Care Organizations
• MGMT 534: Health Care Economics and Financing Systems 
• MGMT 536: Law, Regulations & Ethics in the Health Care Environment 
• MGMT 502: Epidemiology and Bioinformatics 
• MGMT 504: Policy, Quality, and Safety in Health Care
• MGMT 520: Financial Management in Health Care 
• MGMT 522: Project Management in Health Care
• MGMT 524: Strategic Planning in Health Care Environment 
• MGMT 571: Leading Change in Organizations 
• MGMT 622: Healthcare Analytics

Graduate Professional Certificate Programs

Graduate Professional Certificates deliver expanded knowledge and enhance skills without the same investment of time and money required to earn a graduate degree.  The Economics and Business Department offers four certificate programs based in the curriculum of the related MBA concentration.

Students who hold only a baccalaureate degree must complete four courses to earn the certificate.  Students holding a master’s degree may be able to complete the certificate with three courses.Course credits earned for a Graduate Professional Certificate may be applied toward a Master of Health Administration, MBA, or Master in Human Resource Management degree at Moravian University.

The concentrations offered are:

Business Foundations

Required Business Foundations Certificate Courses: 

• MGMT 555: Business Research Methods
• MGMT 515: Microeconomic Foundations for Strategic Management
• MGMT 519: Operations Management
• MGMT 517: Corporate Financial Management

Business Management

Required Business Foundations Certificate Courses: 

• MGMT 515: Microeconomic Foundations for Strategic Management
• MGMT 523: Marketing Management & Strategy
• MGMT 552: Managerial Accounting 
• MGMT 556: Decision Analysis
• MGMT 577: Project Planning & Management

Corporate Financial Analysis

Required Corporate Financial Analysis Certificate Courses: 

• MGMT 517: Corporate Finance (required)
• MGMT 518: Advanced Corporate Finance (required)

Two (2)  elective courses

• MGMT 516: Financial  Markets & Marcoeconomics 
• MGMT 556: Decision Analysis
• MGMT 558: Risk Analysis
• MGMT 629: Quantitative Finance

Data Analytics

In the Data Analytics Certificate program, you will learn the latest analytics tools and techniques for mastering business research and large databases.

Required Data Analytics Certificate Courses: 

• MGMT 553: Big Data Management 
• MGMT 555: Business Research Methods
• MGMT 556: Decision Analysis
• MGMT 557: Big Data Analytics

Healthcare Management

The Healthcare Management Certificate provides you with knowledge needed to understand today’s complex healthcare environment and succeed as a manager in a modern healthcare organization.

Required Healthcare Management Certificate Courses: 

• MGMT 532: Managing Health Care Organizations
• MGMT 534: Health Care Economics and Financing Systems  
• MGMT 536: Law, Regulations & Ethics in the Health Care Environment 
• one (1)  MGMT 500-level elective course

Human Resource Management

The Human Resource Management Certificate provides an advanced level of understanding that enables you to evaluate the internal and external environments, using data driven management techniques that align HR practices with business strategy, delivering value to the organization.

Required Human Resource Management Certificate Courses: 

**Students will choose any four of the courses below in this flexible certificate program

• MGMT 562 Human Resource Information Systems
• MGMT 563: Current Legal Issues in HR
• MGMT 565: Global Talent Management
• MGMT 567: Compensation and Benefits
• MGMT 569: Training and Development Systems
• MGMT 572: Managing Performance

Managerial Accounting

Prerequisite:

• MGMT 550: Introduction to Financial/Managerial Accounting

Required Managerial Accounting Certificate Courses: 

• MGMT 517: Corporate Finance (required)
• MGMT 552: Managerial Accounting (required)

Two (2)  elective courses

• MGMT 518: Advanced Corporate Financial Management
• MGMT 556: Decision Analysis
• MGMT 558: Risk Analysis

Organizational Leadership

Required Organizational Leadership Certificate Courses: 

• MGMT 511: Developing Leadership Competencies
• MGMT 513: Leading People in Organizations
• MGMT 521: Ethics, Law and Social Responsibility
• MGMT 571: Leading Change in Organizations

Self-Designed

Required: 4 (four) graduate business courses with Departmental approval.

Supply Chain Management

The Supply Chain Management Certificate provides you with tools to identify, access, and acquire resources your organization needs to advance customer needs and succeed financially.

Required Supply Chain Management Certificate Courses: 

• MGMT 545: Strategic Supply Chain Management
• MGMT 547: Supply Chain Integrated Logistics Systems
• MGMT 549: Supply Chain Management Technology
• MGMT 556: Decision Analysis or MGMT 577: Project Management

Training & Development Management

Required Training & Development ManagementCourses: 

• MGMT 569: Training & Development Systems
• MGMT 572: Managing Performance
• MGMT 511: Developing Leadership Competencies or MGMT 512: Women in Leadership or MGMT 562: Human Resource Information Systems
• MGMT 556: Decision Analysis or MGMT 565: Global Talent Management

Microcourses

The School of Business & Economics (SOBE) offers graduate business microcourses.  Microcourses are 1.0 credit and 1.5 credit courses and are shorter in length than full courses. Microcourses are ‘stackable’ to full 3.0 credit courses which can ultimately lead to earning  certificates and full program degrees.

The successful completion of microcourses results in the awarding of microcredentials.  A microcredential is a recognition of completing the specific, learning outcomes of a microcourse.  Microcourses and microcredentials will provide targeted learning opportunities for adults who need specific skills quickly.  And they will also offer pathways to program certificates and full degrees if a student wants to expand their education beyond the initial microcourses and microcredentials.

Undergraduate Courses in Accounting 

ACCT 157. Financial Accounting. Introduction to accounting, the language of business. This course provides an introduction to financial reporting. Topics include reporting of business transactions, application of accounting theory, standards, and principles, and analysis of financial information. 

ACCT 213. Managerial Accounting. This course is designed to introduce students to the variety of ways in which managerial accounting data and information is used by organizational leadership to make strategic decisions. Students will learn how firms manage costs, create and manage budgets, use variance analysis, Cost-Volume-Profit analysis, Return on Investment, balanced scorecards, and capital budgeting to lead the firm into the future. Prerequisite ACCT 157.

ACCT 218. Intermediate Accounting I. Environment and theoretical structure of financial accounting, including income statements and statements of cash-flows, income measurement, the balance sheet, financial disclosures, time value of money concepts, cash and receivables, inventories, operational assets, investments. Application of accounting and economic concepts to analysis of a company's financial position and performance, as shown in published information, primarily financial statements. Prerequisite: ACCT 157. 

ACCT 219. Intermediate Accounting II. Continuation of ACCT 218. Topics include liabilities, contingencies, stockholders' equity, dilutive securities, earnings per share, investment, revenue recognition, income taxes, pensions, post-retirement benefits, leases, accounting changes and error correction, statement of cash-flows, financial statement analysis, full disclosure. Prerequisite: ACCT 218 with a grade of C or better.

ACCT 230. Forensic Accounting and Fraud. This course will introduce the student to the concepts of fraud, investigation, and forensic accounting. Prerequisite: ACCT 157. 

ACCT 240.2. International Accounting. Global trade and economic integration make the world smaller and increase the importance of international accounting.  This course starts with  international business and multinational financial strategy, along with the related issues of  international accounting.  We study generally accepted accounting standards (GAAP) relating to international operations and international financial reporting standards and how they impact worldwide business. We also examine the status of the accounting profession and accounting standards in several industrialized countries. Prerequisite: ACCT 157. 

ACCT 258. Computers and Accounting Information Systems. Introduction to hardware, software, networks, databases. Developing information strategy, organizing reporting needs, setting up accounting systems. Discussion of Enterprise Resource Planning (ERP). Prerequisites: ACCT 157 and MGMT 211.2 or equivalent experience. 

ACCT 313. Advanced Managerial Accounting and Analytics. This course explores the use of accounting information for internal planning, analysis, cost management and decision making. Topics covered include cost management, evaluating and managing performance, customer and product profitability, activity based management, budgeting and forecasting, and  predictive and prescriptive analytics. Prerequisites: ACCT 157 and ACCT 213. 

ACCT 315. Federal Income Tax. Personal tax concepts, structure, and planning, including rules of taxation that influence personal or business decisions. An understanding of our federal tax system is required to succeed in such professions as public accounting, banking, investment management, and auditing, as well as other occupations that involve decision-making. Prerequisite: ACCT 157. 

ACCT 322. Advanced Accounting. A comprehensive study of the equity and cost methods of accounting for investments in common stock and business combinations, including consolidated financial statements. Special topics such as accounting for partnerships, segment and interim reporting, foreign currency, and international accounting issues, including global accounting standards and diversity. Prerequisite: ACCT 218 with a grade of C or better.

ACCT 324. Auditing. An introduction to the practice and profession of auditing. Major topics include audit responsibilities and objectives, audit planning, evidence accumulation, materiality and risk, internal control, audit reports, professional ethics, and legal liability. Prerequisites: ACCT 218 with a grade of C.

ACCT 340. WI: Senior Seminar in Accounting. A capstone course related to financial reporting and hot accounting issues. Emphasis on understanding conceptual issues about financial reporting; such as international accounting standards and ethical issues as they relate to the profession. Understanding how business choices and ethical decisions affect financial statements and user perspectives; researching a company's financial statements, press releases, and news reports. Materials include case studies of actual companies. Prerequisite: ACCT 218 with a grade of C or better. Writing-intensive. 

ACCT 351.2. Not-for-Profit-Sector Accounting. Issues of financial reporting, managerial, taxation, and information systems in not-for-profit organizations. Principles and practices of nonprofit accounting, ethics and professional standards, measurement of efficiency and economical use of resources to satisfy legal, reporting, and societal requirements. Emphasis on writing, speaking, critical thinking, and analytical skills. Prerequisite: ACCT 157 with a grade of C or better.

ACCT 352.2. Tax Planning for Business Entities. Fundamentals of individual and business income taxation, tax implications of various types of business entities, planning for acquisition and disposition of property, tax-advantaged investments, financial planning. Topics include employee compensation, conduit entities, corporations, and estates and trusts. Tax research and practitioner concerns. Prerequisites: ACCT 157 and ACCT 315 or equivalent experience. 

ACCT 190-199, 290-299, 390-399. Special Topics.
ACCT 286, 381-383. Independent Study.
ACCT 384. Independent Research.
ACCT 288, 386-388. Internship.
ACCT 400-401. Honors.

Undergraduate Courses in Business Management

BUS 155. Business and Society. Business and Society provides a comprehensive introduction to functional and strategic elements of business enterprises in the context of society at large. Analysis of the social, cultural, legal, political, technological and economic environments in which businesses operate are central to the course. Basic accounting, finance, marketing, human resources, production, operations and information systems are introduced. The role of free enterprise, entrepreneurship, globalization, corporate governance, sustainability and stakeholder management are among the issues addressed. Prerequisite: Freshman/sophomore status only. 

BUS 226. Legal Environment of Business. Legal principles related to conduct of business and industry. Topics of analysis include contracts, sales, agency, business organizations, partnerships, corporations, pass-through entities, unfair competition, and cyberlaw. 

BUS 252. Using Data in Business Decision Making. This course introduces students to business decision making using data. Students will apply techniques of data preparation, data visualization, regression analysis, forecasting, spreadsheet modeling, and optimization methods to transform data into insight. Prerequisites: ECON156 or MATH 107 and BUS 155 or MGMT 223.

BUS 253. Human Resource Management. Employee motivation, recruitment and selection, performance evaluation, training and development, compensation and benefit plans, intra-organizational communication. Emphasis on case studies to develop problem-solving and decision-making abilities; operational practices; relevant behavioral- science theories; public policy and institutional constraints on effective use of human resources. Prerequisite: MGMT 223.

BUS 324. Operations Management. Introduction to managing the supply side of profit and not-for-profit organizations, and their production of goods and services. Includes process improvement, scheduling, materials management, and quantitative methods for operations management. Prerequisites: ECON 156 or MATH 107  (final grade of C– or better) and two (2) of the following: ACCT 213 or FIN 231 or MGMT 251 or BUS 253. 

BUS 342. WI:Organizational Behavior and Leadership. Examines the relationship between the individual and the organization. Topics to be considered include communication motivation, leadership and power, group dynamics and decision-making, interpersonal relationships and change. Theories and practice of leadership will be studied in depth. Various pedagogical techniques will be utilized including lectures, case studies, examination of research and experiential learning. Prerequisites: MGMT 223 or BUS 155. Writing-intensive.  

BUS 365. Management Seminar. Senior seminar for management majors that  presents classic and emerging management strategy theory, integrates functional aspects of business including marketing, human resources, finance and operations, and gives students opportunities to apply these concepts and principles to the effective leadership and management of business and not-for-profit organizations.  Prerequisites: Senior standing; MGMT 223 or BUS 155 and either MKTG 151 or BUS 253 and MGMT 251.  

BUS 366. Service Learning. This course provides students with the opportunity to participate in a minimum of 45 service-learning hours accompanied by lectures and classwork throughout the semester while integrating the knowledge gained in their coursework to meet real community and business needs in the Lehigh Valley. Through hands-on service and related assignments, students will learn about community organizations and how to partner with them to make an impact on the community. Prerequisites: Senior standing; MGMT 223 or BUS 155 and either MKTG 151 or BUS 253 and MGMT 251.

BUS 190-199, 290-299, 390-399. Special Topics.
BUS 286, 381-383. Independent Study.
BUS 384. Independent Research.
BUS 288, 386-388. Internship.
BUS 400-401. Honors.

Undergraduate Courses in Economics

ECON 152. Principles of Economics. Study of basic economic theory and major economic institutions, including the development of economic thought. Emphasis on structure, functions, and underlying principles of modern economic life. Includes elementary macro- and microeconomic theory. Prerequisite: Either a minimum ALEKS score of 40, or any score on the Moravian University Canvas exam.(M4)

ECON 156. Economic and Business Statistics. Introduction to statistical concepts and methods. This course reviews descriptive measures of location and dispersion, provides an overview of probability concepts and distributions, and focuses on statistical inference, hypothesis testing, and simple and multiple linear regression analysis. Additional topics may include quality control and time series analysis. ECON 156 may not be taken for credit by students who have earned credit for MATH 107 or ECON 156 or MATH 232. Prerequisite: three years of secondary mathematics through college-level algebra.  (F2) 

ECON 211. The Economics of Health and Health Care. Human health, national and personal, from an economic perspective. Expenditures on health are a primary determinant of quality of life. In the United States and in many other countries in the developed world, health-care expenditures are rising faster than consumer income. Thus, understanding the economics of health is important, especially given the increasingly complex ways in which health-care services are delivered. Topics include the value of health from an individual and societal perspective; demand for physicians and other health services; supply of health care; insurance; international comparison of health expenditure and the role of government. May be counted as an elective for the economics major or minor. Prerequisite: junior or senior class standing, and ECON 152. (U1)

ECON 220. Money, Banking and Financial Markets. This course examines the role that financial markets play in the business and economic environment and the underlying institutions that either help or hinder the performance of financial markets.  We explain how the central banks operate, how the monetary policy is conducted, and how financial intermediaries facilitate the implementation of the monetary policy.  We explore the connection between financial markets and the economy. Prerequisite: ECON 152 with C- or better.

ECON 225. Intermediate Microeconomics. Theory of production; market structures; equilibrium of the firm and the industry; pricing of factors of production; analysis of consumer behavior; general equilibrium analysis; welfare economics. Prerequisites: ECON 152 (final grades of C– or better), college-level calculus (MATH 108 or MATH105, MATH 170, or MATH 106 & MATH 166), ECON 156 or MATH 107 and sophomore standing.

ECON 226. Intermediate Macroeconomics. Macroeconomic theory and policy. Development and historical background of a unified macroeconomic model to explain the national income, inflation, and unemployment; economic growth. Analysis of current domestic and international economic events. Sophomore standing or instructor permission. Prerequisite: ECON 156 or MATH 107 (final grade of C– or better) and ECON 220.

ECON 228. Economic Development. An integrative approach to theories and challenges of economic development in developing countries. Topics include population growth, education and health, capital formation and technology, socio-cultural foundations of development, trade, and the role of domestic and international institutions, especially the World Bank. Case studies are used from around the world. Prerequisite: ECON 152 (final grade of C– or better). 

ECON 236. International Economics. Theories and policies of international trade and finance. Balance of payments, exchange-rate determination, free trade and protectionism, evolution of international economic institutions, contemporary issues. Prerequisites: ECON 152 (final grade of C– or better). 

ECON 240. Environmental Economics and Policy. This course explores theories of externalities and public goods as applied to pollution and environmental policy. Trade-offs between production and environmental amenities and assessment of non-market value of environmental amenities. Topics include remediation and clean-up policies, development, and biodiversity management. Prerequisite: ECON 152 (final grade of C– or better). 

ECON 241. Natural Resource Economics and Policy. This course introduces the economic dimensions of environmental and energy issues. Use of economic models to approach energy and environmental issues in a way that leads to socially responsible and economically sound policy. Specific applications include fisheries, oil and gas reserves, and wildlife management. Prerequisite: ECON 152 (final grade of C– or better). 

ECON 256. Applied Econometrics. An introduction to regression-based modeling as applied to economic, management, marketing, and other business-related examples. Emphasis is on how to use econometrics to inform decision-making: to formulate, model, and interpret results of real-world problems based on data. In addition to learning various modeling techniques, the course focuses on often encountered data problems such as multicollinearity and serial correlation of errors. There is significant emphasis on correct specification of models and interpretation of results. Students will learn to use econometric software to estimate models and detect and address common challenges inherent in data. Prerequisites: ECON 152 and 156 or MATH 107 (final grade of C– or better).

ECON 312. The Economics of Sports. This course applies economic theory to a variety of amateur and professional sports, including baseball, hockey, football, basketball, soccer, and golf. Principal areas of interest are labor markets, industrial organization, and public finance. Topics for discussion: unions and strike behavior, the monopoly power of leagues, the baseball antitrust exemption, the effect of free agency on competitive balance and player salaries, and the funding of stadiums. Prerequisite: ECON 225.  

ECON 325. History of Economic Thought. Development of classical and neoclassical or marginalist economic theory. Works by Adam Smith, David Ricardo, Karl Marx, Alfred Marshall, John Maynard Keynes, and others. Prerequisite: ECON 152 (final grade of C– or better) and one 200-level ECON course. 

ECON 327. Industrial Organization. This course applies economic theory to the pricing practices of firms under varying degrees of competition. Analysis covers different industries and also firms’ decisions regarding quality, advertising and other business choices. Topics include: technological innovation, the role of information and advertising, and the dynamics of oligopoly and monopoly pricing. Prerequisites:  ECON 225. 

ECON 329. Labor Economics. Analysis of supply and demand for human resources, functioning of labor markets and labor institutions. Topics include discrimination, unionism and collective bargaining, macroeconomic aspects of employment, unemployment, wage levels. Prerequisites: ECON 225.  

ECON 330. WI: Public Economics.  Public sector of the economy and economic welfare. Institutions and financing of the public sector. Nature of public goods, theory of public choice, principles of expenditure and tax analysis, the welfare effects of specific programs such as medical care, social security, unemployment insurance and food stamps, taxes on income, sales, social security, and property. State and local government finance. Prerequisites: ECON 225.  Writing-intensive. 

ECON 190-199, 290-299, 390-399. Special Topics.
ECON 286, 381-383. Independent Study.
ECON 384. Independent Research.
ECON 288, 386-388. Internship.
ECON 400-401. Honors.

Undergraduate Courses in Finance

FIN 231. Managerial Finance. Relevant theories of financial management of business organizations, with emphasis on corporate form. Combines theoretical and environmental frames of reference to determine how firms maximize value. Topics include real and financial-asset valuation, risk and rates of return, cost of capital, portfolio choice, and long- and short-term financing decisions. Prerequisites: ECON152 (final grade of C– or better) and ECON 156 or MATH 107 (final grade of C– or better) and ACCT 157. 

FIN 235. Current Topics in Finance. Assesses contemporary issues in financial markets and institutions, corporate finance, investments, and the global economy. Topics, including digital currency and FinTech companies, are chosen to reflect the dynamic and revolutionary nature of financial markets in a globalizing and technologically sophisticated environment. Prerequisite: ECON 225 with C- or better. Recommended: ECON 220. 

FIN 331. Advanced Managerial Finance. Building upon the basic concepts of managerial finance, this course explores methods and models to determine the value of stocks, bonds and projects, analyze the optimal decisions a financial manager has under different situations, and evaluate a company’s financial decisions from the perspective of investors, managers, and the government.  This course will be focused on how firms’ financial decisions affect their valuation.  Prerequisite: FIN 231.

FIN 332. Behavioral Finance. This course relaxes the traditional assumption of rationality and discusses the impact of irrational cognitive biases on financial decision-making. The course aims to provide students with a systematic knowledge in behavioral finance theories and applications. We will study how these biases affect managerial decisions and asset pricing. Prerequisites: FIN 341.

FIN 341. WI: Investment and Portfolio Theory.  Principles underlying investment analysis and policy; salient characteristics of governmental and corporate securities; policies of investment companies and investing institutions; relation of investment policy to money markets; forces affecting securities prices; construction of personal and institutional investment programs. Determination of investment values, portfolio analysis, optimal investment planning. Securities and Exchange Commission regulations. Prerequisite: FIN 231. (WI)

FIN 342. Risk Management and Insurance.  A survey course covering essential principles, practices, and basic legal aspects of risk management and insurance from the perspective of the individual, the finance manager, and the government. An analysis of the attributes of various alternative types of insurance (life insurance, health insurance, social insurance, etc.) from a risk management perspective will be a central theme of this course. Self-insurance will also be examined. Prerequisites: FIN 231.

FIN 342.1. Amrhein Investment Fund. Management of the Amrhein Investment Fund, with a maximum of one full unit of credit given if specific academic requirements are met. Pass/no credit only. 

FIN 190-199, 290-299, 390-399. Special Topics.
FIN 286, 381-383. Independent Study.
FIN 384. Independent Research.
FIN 288, 386-388. Internship.
FIN 400-401. Honors.

Undergraduate Courses in Leadership

LDR 110.2. Leadership and Service for the Common Good. The purpose of this course is for Emerging Leaders Scholarship recipients to come together with a faculty facilitator to (a) learn leadership themes; (b) create opportunities to lead and have an impact; and (c) to find their place in the College community as aspiring leaders on campus and beyond. Students will read, discuss, and write in order to learn more about their own strengths and weaknesses as they begin the journey of emerging leaders. The course will use a seminar/workshop model. This course is only open to first year, Emerging Leaders Scholarship recipients.

LDR 166. Introduction to Leadership Research. This is a survey course in leadership research. The course will introduce a fundamental research process of inquiry for studying leadership in companies, organizations and communities.  Topics include research on the contemporary concept of leaders and leadership; leader and leadership assessments; leader impact on individuals and groups; leadership training and development; evaluating leader and leadership effectiveness; and, the future of leadership.  To ensure a broad understanding of the value of leadership research, a variety of contexts, such as the corporate, not-for-profit, community and public sectors will be considered.

LDR 210.2. Leadership and Service for the Common Good. This course will help students to further explore leadership themes as they relate to transformational leadership and servant leadership. Students will continue to learn leadership themes and will create their own leadership projects over the course of the semester. Students will continue to design and engage in service work and will serve as mentors to the first year Emerging Leaders in the construction of these projects. The course will use a seminar/workshop model. This course is only open to second year, Emerging Leaders Scholarship recipients.

LDR 245. Leadership Theory & Practice. This course presents an overview of classic and contemporary leadership theory through lecture, case scenarios and experiential learning.  Throughout the course, students will have the opportunity to assess and develop their leadership styles and strengths, beginning with the Leadership Practices Inventory 360 (LPI 360). Leadership theory and practice will be viewed from both a business and community context.

LDR 261. Community Leadership. Engaged community participation is a hallmark of our country’s founding. Throughout our history, great movements and change arises through the actions of ordinary individuals, particularly in the U.S. in the 1950’s during the Civil Rights movement. Community leadership emerged as a result of these individuals acting collaboratively towards a shared vision. This course will explore the concept and principles of community leadership and investigate topics such as: local economic development, community organizing, corporate social responsibility, leading and retaining professional staff and volunteers, and assessing the complex challenges facing communities. In this class, students will identify a community issue or problem and develop a plan to address it.  “Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has.”; (Mead).

LDR 312. Innovation and Creativity.

LDR 313. Emotional Intelligence.

LDR 314. Women in Leadership. 

LDR 361. Strategic Leadership. Strategic leadership develops a shared vision that enables a business or organization to adapt or sustain its competitive advantage in an evolving and changing environment.  This course will focus on the interactions between an organization and its stakeholders in order to achieve organizational direction and goals.  Students will learn how to effectively and appropriately define value propositions, conduct environmental scans, use strategic analysis tools.

LDR 374. Contemporary Leadership Challenges. To be effective as a leader in a world of constant change, one must constantly and consistently meet challenges. In this course, we will study some of the most pervasive and pressing challenges leaders face and how to meet them. Specifically, the course will look at how the tools of emotional intelligence, creating a shared vision, building trust, claiming your courage, being empathetic and facilitating communication can help address challenges such as greed, lack of integrity, poor followership and low/no engagement.

LDR 190-199, 290-299, 390-399. Special Topics.
LDR 286, 381-383. Independent Study.
LDR 384. Independent Research.
LDR 288, 386-388. Internship.
LDR 400-401. Honors.

Undergraduate Courses in Management

MGMT 210. "Doing Good" at Work. (also IDIS 210) "Doing good" is philanthropy, ethical codes of conduct, voluntarism, social responsibility, and environmental stewardship. "Doing good" at work is not only the morally correct thing to do for the individual employee, but the more individuals in the organization who "do good," the more likely the organization will succeed on economic, social, and mission-related levels/goals. Students will learn about the philosophy, history and practice of "doing good" at work, and integrate what they have learned and what they believe to develop their own model for "doing good" that they can work and "live with." Prerequisite: junior or senior class standing. (U2) 

MGMT 211.2. Applied Information Management. Problems of organizing and managing data for use by managers, economists, and social scientists, or anyone who must keep track of information. Basics of information systems: what they are, how to design them, how they are used; and two computer tools used to manage them: spreadsheets and databases. Web research and usage. 

MGMT 216. Information Systems for Management. In this course, we will explore the importance of information systems in an organization and the usage of computer applications in the business and industry environment.  Students will advance their management skills and gain an understanding of concepts in computing with the focus on hands-on experience with Microsoft Word, PowerPoint, Excel, and Access.  Through an in-depth use of Microsoft Excel, students in this course will develop advanced skills in the following:  spreadsheets, formulas & functions, charts, datasets & tables, PivotTables and PivotCharts, What-If Analysis, specialized functions, and statistical functions. Prerequisite: MGMT 211.2 or equivalent experience.

MGMT 223. Leadership & Management Principle. In the 21st century, organizations and companies of all types and sizes, including start-ups and new ventures, are constantly confronted by change in order to flourish or even survive.  Additionally, change occurs in the context of ethical dilemma, human diversity, creativity and innovation. To be able to respond effectively and consistently, business enterprises need to lead and manage change, different but equally essential processes.  This principles course will:  describe the contextual challenges of confronting change; distinguish leadership and management; present the principles of leading and managing change; and underscore the benefits and power of mastering leading and managing as it relates to creating and sustaining organizational transformation.  Prerequisite: ECON152 (final grade of at least C– or better).

MGMT 255. Mindfulness in Sport. Using Csikszentmihalyi’s theory of flow as the theoretical framework to guide this course, we will explore mindfulness and flow in the context of optimizing performance in sports organizations. Together, we will discover how leaders make meaning of their behaviors in the context of doing good business in the sports industry. We will explore ways of thinking, reactions to our readings, self-reflection, and how to express responses in an analytical and thoughtful way. In an effort to create awareness for happiness at work, we must understand the cultural implications that stimulate our lives. Using a sports management lens, let’s explore how “… leaders and managers of any organization can learn to contribute to the sum of human happiness, to the development of an enjoyable life that provides meaning, and to a society that is just and evolving” (Csikszentmihalyi, p. 5, 2003). Prerequisite: MGMT 223 or BUS 155.

MGMT 326. Law of Finance and Credit. Aspects of legal environment of financial and thrift institutions. Application of Uniform Commercial Code to commercial paper, deposits and collections, investments, and secured transactions. Consumer credit transactions, mortgages and realty, trusts and estates. Prerequisites: ACCT 157 and BUS 226. 

MGMT 333. International Issues in Management. Issues in international business and management from a world-system perspective; development of management as it influences and is influenced by multinational network of organizations, governments, and business enterprises. Theory and practice of global management, requiring perspective compatible with changing nature of international relations. Prerequisite: MGMT 223 or BUS 155.

MGMT 190-199, 290-299, 390-399. Special Topics.
MGMT 286, 381-383. Independent Study.
MGMT 384. Independent Research.
MGMT 288, 386-388. Internship.
MGMT 400-401. Honors.

Undergraduate Courses in Marketing

MKTG 151. Marketing Management. The role of marketing activities in management of an organization. Emphasis on application of marketing principles to design and implement effective programs for marketing products and services to consumers and industrial users. Market analysis and buyer behavior in the development of appropriate product, pricing, distribution, and promotional strategies. 

MGMT 223. Leadership and Management Principles. In the 21st century, organizations and companies of all types and sizes, including start-ups and new ventures, are constantly confronted by change in order to flourish or even survive.  Additionally, change occurs in the context of ethical dilemma, human diversity, creativity and innovation. To be able to respond effectively and consistently, business enterprises need to lead and manage change, different but equally essential processes.  This principles course will:  describe the contextual challenges of confronting change; distinguish leadership and management; present the principles of leading and managing change; and underscore the benefits and power of mastering leading and managing as it relates to creating and sustaining organizational transformation. Prerequisite: ECON152 (final grade of C– or better). 

MKTG 227. Consumer Behavior. Psychology of consumers. Methods of psychological research for problems in consumer areas. Impact of personality, learning, motivation, and perception on consumer decisions. Topics include consumer stereotypes, social groups as consumers, advertising, product or brand images and identification, and attitude change in consumers. Recommended: MKTG 151. 

MKTG 228. Telling and Selling Your Brand: The Art of the Story. (also IDIS 228) Explores the use of mythology, archetypes, and storytelling to create a cohesive and compelling identity for an organization. Focus on how legendary organizations have built trust and created iconic brands by understanding and applying these principles. The use of symbolism (visual and mental) and metaphor to create a theme that is enduring, powerful, and integrated throughout the organization. Explore ways that organizations and people can develop deep and lasting relationships with their customers and other stakeholders through the understanding and application of these storytelling techniques. Prerequisite: Sophomore standing or higher.

MKTG 250. Moral Marketing - Serving the World's Poor. (Also IDIS 250) How the ideas of tzedek ("justice") and charity ("love") apply to marketing to the world's poorest people (those living on less than $2 a day). Examination of three different perspectives of social justice: Jewish, Christian, and American secular traditions. Each of these three perspectives has unique traditions regarding the role of the individual and the community, and the obligation towards helping those less fortunate. Discussion of differences between morality and ethics based on these three perspectives, as well as approaches to social justice as an obligation, an act of love, or a practical solution. Discuss needs of the poor in emerging nations and how products could be created and distributed in these emerging nations in accordance with these different ethical and moral perspectives. (U2) Prerequisite: junior or senior class standing.          

MKTG 270. Digital Marketing. Digital Marketing addresses the understanding and use of digital technologies in promoting a brand or business and selling products and services.  The course emphasizes the application of digital communication strategies to design and implement effective programs for marketing products and services to consumers and business users. Prerequisites: BUS 155 and MKTG 151. 

MKTG 275. Marketing Analytics. This course is designed to introduce students to data modeling and analysis techniques as applied to marketing and other business-related examples. Emphasis is on how to use analytical techniques and computer models to enhance marketing decision making in modern enterprises.  This course will expose you to various examples that demonstrate the value of marketing analytics in real marketing contexts. As an applied course, there is significant emphasis on correct specification of models and interpretation of results. Students will learn to use marketing analytics software to make marketing decisions. Prerequisites: ECON 156 and MKTG 151.

MKTG 311. WI: Marketing Research. Methods of collecting, analyzing, and interpreting data to aid marketing managers in identifying market problems and opportunities and to develop effective marketing strategies. Prerequisites: ECON 156 or MATH 107 (final grade of C– or better) and MKTG 151. Writing-intensive. 

MKTG 370. New Product Marketing. This course explores the process of gaining competitive advantage through new product development and market innovation in a dynamic business environment. It examines the different stages of successful new product development from a marketing perspective including: customer centric idea and concept generation, evaluation and testing, product launch and evaluation. Prerequisite: MKTG 151.  

MKTG 375. Marketing Strategy. Senior seminar course for marketing management and marketing analytics majors. This course examines a systematic framework for strategic marketing decision making in the context of a dynamic and evolving marketing environment. Specific emphasis will be placed on how marketing strategy is both impacted by and supports overall organizational strategy. Explores the development and evaluation of marketing strategy from a customer-focused, market oriented perspective. Students will have opportunities to apply these concepts and principles in real world scenarios. Prerequisites: MKTG 311.  

MKTG 190-199, 290-299, 390-399. Special Topics.
MKTG 286, 381-383. Independent Study.
MKTG 384. Independent Research.
MKTG 288, 386-388. Internship.
MKTG 400-401. Honors.

Graduate Courses in Management

MGMT 500-Introduction to R. This is a self-paced, no-cost course designed to help students to develop foundation skills in the R programming language prior to beginning of their technical course work. This popular language is at the heart of the Moravian MSDA program. Topics include Installing R, navigating the R workspace, understanding the structure of R commands, data sets, data management, performing basic statistical analysis, and how to create graphs.  Credits: Pass/No Credit

MGMT 501-Business Prerequisites. To help our students succeed in their graduate business programs, Moravian offers a series of self-paced, no-cost courses designed to provide foundation learning at the beginning of their studies.  There are seven course modules available to students in MGMT 501.  They include Statistics, Microeconomics, Macroeconomics, Finance, Accounting, Marketing and HR.  Your need to take one or more of these prerequisite courses is determined at the time of your application to the program.  Credits: Pass/No Credit

MGMT 502. Epidemiology and Bioinformatics. This is an epidemiology methods course designed with the broad perspective required for determination of the distribution and determinants of health and illness in human population groups. One focus is on the information systems, data sets and algorithms used in solving health problems and finding solutions needed for evidence-based practice. Knowledge required for being a critical consumer of research reports in professional literature is an additional focus. Designing health promotion and disease prevention programs for important global and local health problems is also stressed. 3 graduate credits.  Prerequisite:  None. 

MGMT 504. Policy, Quality and Safety. This course provides an overview of policies that affect the quality, safety, and cost-effectiveness of health care. Students analyze the effects that paradigms, values, special interests, and economics have in the delivery and financing of health care that may or may not result in improvement of health of the public and of specific subsets of patients. 3 graduate credits.  Prerequisite:  None. 

MGMT 511. Developing Leadership Competencies.  Organizations and businesses need leadership from every individual who works or volunteers to advance its mission and goals.  Regardless of style or approach, leadership starts with basic competencies that together create a portfolio for leadership effectiveness.  The roster of competencies is fluid and can vary depending on the individual, the workplace and the goals, but the outcome is constant:  they contribute significantly to an individual’s ability to lead people.  In this course, we will examine what can arguably be considered among the most relevant and substantive competencies for effective leadership currently. Competencies may include emotional intelligence, authenticity, being present, character, creativity, courage and empathy.  Incorporating a variety tools and techniques, such as presentations, research, essays and outreach to industry professionals, the course gives students the opportunity to understand, assess, and develop their own capacities and effectiveness in these areas of leadership competencies.  Throughout the course, reflective practice, that aligns course theoretical knowledge with student workplace experiences and builds a supportive learning community, will be emphasized.  3 graduate credits.  Prerequisite:  None.

MGMT 512. Women in Leadership. As the opportunities for women's advancement in the workplace become more competitive the ability to be prominent and exhibit one's capabilities to make a significant contribution toward an organization's success is more important than ever. To substantiate those skills, women must strengthen their leadership skills, hone their abilities to strategically network, develop strategies that cultivate the right relationships, and understand the factors that lead to success in diverse work forces. This course will examine current issues and trends of women and leadership from both the societal and personal perspectives. Material will explore opportunities and challenges that exist for women in the workplace and students will examine how gender, race, class, and other factors, influence leadership styles. Students will leave the course with heightened awareness and confidence to affect positive change on behalf of women in the workplace. Prerequisite:  None. 

MGMT 513. Leading People in Organizations.  Leaders and managers achieve goals working with and through others. They must be skilled in developing individuals to work in teams, in facilitating teams, and in managing conflict. Leaders and managers must understand organizational and national cultures and how they affect the achievement of goals. They must not only hold strong ethical values, but also model them. This course examines the role of managers as leaders in organizations and develops knowledge and skills needed by managers in today’s business environment to successfully achieve organizational goals.  This course focuses on who leaders are and what leaders do.  It is important to know what accounts for effective leadership and how one can become an effective leader.  Subsequently, course material will focus upon fundamental principles of leadership and how these principles relate to becoming an effective leader.  Emphasis will be placed on self-reflection and analysis in regard to developing one’s own leadership skills.  3 graduate credits.  Prerequisite:  None.  

MGMT 515. Microeconomic Foundations for Strategic Management.  In this course, participants explore the role of economic theory and analysis in the formation of business strategy and policy.  The course examines the importance of understanding the competitive environment, including market structure, strategic interactions among competitors, and government policies, as well as economic forces internal to the firm such as costs.  The course emphasizes the importance of economic reasoning in the strategic management process.  3 graduate credits.  Prerequisite:  None.

MGMT 516.  Financial Markets & Macroeconomics.  Corporations are deeply affected by the financial markets and overall macroeconomic activity. The objective of the course is to provide a deep review of the global financial system and its impact on the functioning of the macroeconomy. Topics include the role of financial markets, institutions, and instruments in our economy and the role they play in our macroeconomy.  The course will also review national income accounting, production, employment, income, inflation, business cycles and use of policy instruments such as monetary and fiscal policy and regulatory tools to guide the macroeconomy.  3 graduate credits.  Prerequisite:  None. 

MGMT 517. Corporate Financial Management.  This course focuses on the integration of both the theoretical and practical aspects of financial and investment decisions in the corporate environment.  Students will learn to fully utilize accounting and financial information to make sound, ethical decisions.  Topics include financial statement analysis, risk & return, capital budgeting, cost of capital, capital structure, financial decision-making under conditions of uncertainty, corporate valuation, working capital management, multinational finance, and current issues such as derivatives, bankruptcy, mergers and acquisitions, divestitures and corporate governance.  The legal and ethical aspects of financial management are examined within the context of the existing legal and regulatory environment. 3 graduate credits.  Prerequisite:  None.

MGMT 518.  Advanced Corporate Finance.  This course expands on the concepts, tools and applications developed in Mgmt. 517. The course focuses on the integration of both the theoretical and practical aspects of financial and investment decisions in the corporate environment.  Students will learn to fully utilize accounting and financial information to make sound financial decisions.  3 graduate credits.  Prerequisite:  MGMT 517. 

MGMT 519.  Managing Operations.  This course focuses on the strategic and tactical issues associated with managing the creation and distribution of goods and services.  Concepts, techniques, and tools of process and project management are emphasized.  Specific topics include, among others, operations strategy, quality management, time-based competition, and supply chain management.  The application of these techniques in various settings including the industrial, service, healthcare, and not-for-profit sectors is also examined.  3 graduate credits.  Prerequisite:  None. 

MGMT 520. Financial Management in Health Care Organizations
This course focuses on the synthesis of theoretical and practical principles of financial and investment decisions within healthcare organizations. Students utilize accounting and financial information to execute effective decisions that enhance organizational objectives and patient outcomes. Prerequisite:  None. 

MGMT 521. Ethics, Law, & Social Responsibility. This course explores the vital relationship between business and the legal, political and social environments, and the impact of self-regulation, market regulation, and government regulations on corporate behavior. Specific topics will include ethics and corporate social responsibility, occupational and industrial codes of conduct, antitrust problems, corporate governance, securities markets, the employee-employer relationship, employment discrimination, consumer protection, product liability, environment policy and social and legal issues of multinational business.  3 graduate credits.  Prerequisites:  None.

MGMT 522. Project Management. This course focuses on defining projects and identifying how to manage them within healthcare organizations.  Students learn to identify project management process groups, methods to formulate and execute goals, break project components into work breakdown structure, and critique project case studies to assure performance improvement. 3 graduate credits.  Prerequisite:  None.

MGMT 523. Marketing Management and Strategy. This course focuses on the role of marketing in establishing and maintaining the relationship between the organization and its internal, domestic and global customers. Emphasis is placed on the analysis of market opportunities, customer behavior and competitive conditions leading to the development of strategic marketing plans for building and strengthening customer relationships. Specific topics include product and service strategy, pricing, promotion and management of channels of distribution including the role of the Internet and electronic commerce.  3 graduate credits.  Prerequisite:  None. 

MGMT 524. Strategic Planning in Health Care
This course examines models of change within health care organizations and identify strategic and leadership decisions necessary to effect positive organizational outcomes. Factors that assure short-term and long-term success in a competitive health care environment, including developing partnerships and cultivating human and other resources are analyzed. Students utilize case studies to critique the strategic decision-making process and make recommendations for effective strategic change. Prerequisite: None.

MGMT 532. Managing Healthcare Organizations. This course examines the unique environment of healthcare and the challenges confronting managers in that environment.  Topics examined include marketing healthcare services, recruiting and retaining staff necessary for meeting mission, the strategy of healthcare services delivery, healthcare informatics, and decision making in the healthcare marketplace.  3 graduate credits.  Prerequisites: None. 

MGMT 534. Health Economics. In this course, students will study human health, both national and personal, from an economic perspective.  Further, students will analyze the ways in which healthcare services are demanded and supplied. Topics include:  the value of health from an individual and societal perspective; the demand for physicians’ and other health services; the supply of healthcare; the demand for and the supply of health insurance; international comparison of healthcare expenditures; cost-benefit analyses of public policies and medical interventions; and the role of government in related healthcare markets.  3 graduate credits.  Prerequisites:  None.

MGMT 536. Law, Regulations, and Ethics in the Healthcare Environment. This course provides an overview of legal issues associated with healthcare, including HIPAA and Medicare fraud and abuse, and the regulatory and accreditation environments of Medicare, Medicaid, JCAHO, and OSHA. Ethical issues associated with the practice of medicine and decision-making in the healthcare environment are also examined. 3 graduate credits. Prerequisites:  None.

MGMT 545. Strategic Supply Chain Management.  This course enables students to acquire the skills necessary to understand and apply the strategic concepts of supply chain management.  Course topics include the elements of supply chain excellence, establishing strategic and tactical goals, establishing policies and procedures, performance and cost management including Lean & Sigma principles, strategic sourcing, supplier relationship management, inventory and transportation management, e-commerce, contract development, negotiations and management, legal issues and ethics, and strategic trends in supply chain management. 3 graduate credits.  Prerequisite: None

MGMT 547. Supply Chain Integrated Logistics Systems.  This course focuses on the integration of logistic systems and the critical role these systems play in optimizing the supply chain. Topics explored in this course include inventory and warehouse management, planning and demand forecasting, process management, multi-modal transportation, and customer satisfaction. Current state of logistics, such as capacity constraints in transportation, are examined. Measuring the performance of the entire supply chain is emphasized. 3 graduate credits. Prerequisite: None.

MGMT 549. Supply Chain Management Technology. This course examines the use of various individual technologies and technology systems to enhance the performance of the supply chain function in organizations. Technologies examined include Enterprise Resource Planning Systems (ERP), Material Requirements Planning (MRP), Sales and Operations Planning (S&OP), Demand Forecasting/Planning, Master Scheduling, Distribution Requirements Planning (DRP), Transportation Management Systems (TMS), and Order-Fulfillment Systems. Students will also evaluate the latest technologies in Digital Supply Chains, e-commerce, e-marketing, Blockchain, Supply chain Network Optimization and how LEAN Operational Excellence Systems eliminate waste, focus on performance measurements, and improve supply chain performance. 3 graduate credits. Prerequisite: None.

MGMT 551. International Business Issues. Issues and challenges facing top managers when organizations operate in a global environment. The strategic issues, operational practices and the governmental relations of multinational companies are analyzed through cases which bridge functional business areas. Topics include entry into foreign markets, operating problems, alternative business strategies, and government policies. Topics are examined both from the point of view of the central management of the firm, as well as the expatriate executive’s perspective. 3 graduate credits.  Prerequisites:  None.

MGMT 552. Management Accounting.  This course is designed to introduce students to the variety of ways in which management accounting information is used to support an organization’s strategic objectives.  The role of managerial accounting has been expanded to include collection and analysis of measures of financial performance, customer knowledge, internal business processes, and organizational learning and growth.  To facilitate student comprehension and appreciation for the expanded role of managerial accounting, the following issues will be considered: the nature of costs incurred by firms and the variety of ways by which organizations account for and manage these costs; the process of evaluating the performance of firms and their business units; the rationale behind the balanced scorecard; the use of accounting information to motivate and evaluate performance. 3 graduate credits.  Prerequisite:  None. 

MGMT 553.  Big Data Management.  This course covers fundamental issues in large-scale data management.  The course examines issues related to data organization, representation, access, storage, and processing.  Discussion includes open source and commercial solutions, with special attention being paid to large distributed database systems and data warehousing.  The course introduces technologies and modeling methods for large-scale, distributed analytics.  3 graduate credits. Prerequisite:  None. 

MGMT 554. Intellectual Property Asset Management. It is widely commented that physical assets are on a broad decline in relative importance across many industries while intangible assets, particularly intellectual property assets (e.g.: staff know how, brands, patents, proprietary software, and data), are ascending rapidly in importance as main sources of strategic advantage and earnings generation potential. Intellectual Property Asset Management will provide students with a full appreciation of the use of their organization’s intellectual property assets. A considerable amount of complex negotiations with other firms is frequently required to assemble and utilize intellectual property asset portfolios effectively, both as stand alone assets and as integral parts of partnership and joint venture arrangements. Therefore, the course also provides managers with negotiations skills training, including both concepts and workshop mode negotiation practice.  3 graduate credits.  Prerequisite:  None. 

MGMT 555.  Business Research Methods. Good business decisions and strategy depend on drawing inferences from data.  Today businesses gather and store vast amounts of data on customers, markets, and the business itself.  In this course students will learn how to predict and explain phenomena in the environment through the gathering, analyzing, interpreting, and reporting of information that makes business decision makers more effective.  The course focuses on methods of conducting business research, including data collection and sampling, measurement, hypothesis testing, basic quantitative analysis, and multivariate statistical techniques.   Students will design and execute their own analysis of data in a business discipline of their choice.  Excel is used extensively in the course as an analysis tool.  3 graduate credits. Prerequisite:  None. 

MGMT 556. Decision Analysis. This course presents tools for decomposing complex decisions into constituent parts allowing each part to be solved separately and reintegrated into the overall problem solution. Subjecting complex decisions to a formal decision analysis process provides decision makers with much greater clarity about the true nature and risks inherent in the decision being made and produces more precise estimates of the range of outcomes that each decision option may yield. Decision analysis tools are commonly used to assist decision makers in complex decision environments such as those with multiple quantifiable and non quantifiable objectives, those that create, eliminate, or change options faced in subsequent decision environments, and decision options whose impacts are shaped by risk and uncertainty in current and future environments. Techniques such as decision trees and probability distributions, influence diagrams, the Simple Multi-Attribute Technique (SMART), Monte Carol simulations, Bayesian analysis scenario planning, and others will be discussed.  3 graduate credits.  Prerequisite:  None. 

MGMT 557. Big Data Analytics.  Data mining is the process of selecting, exploring, and modeling large amounts of data to find patterns and gain insights for making actionable knowledge.  Several data mining techniques will be applied to large data sets from different business areas to support business decision making.  This course will introduce students to data mining tools, techniques, and the various problems that can be solved using the tools and techniques.  Students will learn to select appropriate analysis methods, use statistical software to apply those methods, and critically evaluate and communicate the results.  Prerequisites:  MGMT 555 Business Research Methods, or permission of the instructor.  3 graduate credits.

MGMT 558.  Risk-Analysis & Management.  This course provides a comprehensive review of Corporate Risk Management and utilizing the Enterprise Risk Management framework – how to analyze, quantify and mitigate risks to corporations across multiple dimensions.  Topics include Risk Fundamentals, the Enterprise Risk Management Framework, Supply Chain Risk, Macroeconomic & Financial Risk, Operational Risk, Credit Risk, Technology Risk, Regulatory & Legal Risk and Organizational risk. Various risk assessment tools such as Value at Risk (VaR) methods will be introduced and used in quantifying risk and risk mitigation strategies will be proposed including the use of derivatives and the application of forward, futures and options markets. 3 graduate credits.  Prerequisite:  MGMT 517 and MGMT 518. 

MGMT 559.  Advanced Managerial Accounting.  This course will cover selected advanced topics in managerial accounting not covered in  MGMT 552. It will discuss such topics as Multiproduct Cost-Volume-Profits (CVP) analysis, probabilistic forecasting, Performance Evaluation, Game Theory, Markov Chains and Linear Programming.  Students will learn  how to utilize information from various application systems such as the general ledger, ERP (Enterprise Resource Planning) and MRP (material resource planning systems) systems combined with various decision analysis tools  to make informed business decisions. Prerequisites:  MGMT 552 Managerial Accounting or an undergraduate accounting degree is a prerequisite for MGMT 559 Advanced  Managerial Accounting. These prerequisites  can be waived after a review of the applicant’s transcripts and work experience.

MGMT 561. Measurement Strategies and Methods in HR Management.  HR professionals must be able to gather data appropriately, analyze it, and communicate findings to managers and executives convincingly to be strategic partners in the organization.  This course examines methods for collecting and analyzing data for a variety of HR needs including satisfaction surveys, market analysis and benchmarking, workforce profiling, and compensation and benefits analysis.  Both quantitative and qualitative methodologies will be examined along with concepts of evidence based management.  Prerequisite:  None. 

MGMT 562. Human Resource Information Systems.  This course examines the strategic role of human resource information systems (HRIS) in the effective management of organizations, operationally and strategically. Students and faculty will examine how to determine organizational readiness and need for an HRIS and the factors that assist in the selection and evaluation of an appropriate HRIS.  HRIS concepts will be linked to HR activities such as performance management, compensation and benefits, equal employment opportunity and affirmative action, labor relations, and human resource planning, as well as enterprise computing needs.  Students will gain knowledge of the process of implementing, managing, securing, and using data and information stored in electronic HRIS databases.  Prerequisite:  None. 

MGMT 563. Current Legal Issues in HR Management.  This course examines the high priority legal issues in today’s current HR environment. Working from a basis of laws and regulations governing the employment relationship, students and faculty examine how federal and state legislation, court and administrative decisions, and regulatory processes are changing interviewing, hiring, promotion, performance assessment, termination, diversity, privacy, safety and health, and union-management relations practices in the workplace.  Emphasis is placed on analyzing the impact of changes in law and regulations and determining both operational and strategic impacts of those changes on organizational practices. Prerequisite:  None. 

MGMT 564. Negotiations in Public Schools.  This course explores labor relations in the K-12 public sector. The course will focus on the legal requirements in Pennsylvania, the process of collective bargaining, the scope of collective bargaining, types of collective bargaining, administration of the collective bargaining agreement and the impact of collective bargaining on the school environment. The course topics will include the Pennsylvania Labor Relations Act, the Pennsylvania Labor Relations Board, fact finding, proposal preparation, provision application, data analytics, unfair labor practices, grievances, and arbitrations. In addition, the course will examine the political, social, economic and organizational impact of collective bargaining on the public-school setting. Prerequisite:  None. 

MGMT 565. Global Talent Management. Various methods for acquiring the critical skills needed to produce products and services are examined in this course.  In addition to the traditional staffing topics of recruiting, selecting and retaining employees, outsourcing and importing human resources to meet organizations’ strategic skill and knowledge needs will be examined.  Other topics may include equal employment opportunity, human resource planning, determination of staffing needs, internal and external recruitment strategies, selection interviews, tests and assessment procedures, placement, promotion, transfer policies and retention strategies.  Prerequisite:  MGMT 561 Measurement Strategies & Methods in HR Management or MGMT 555 Business Research Methods.

MGMT 567. Managing Compensation and Benefits.  This course examines the goals of the organization in its employment of human resources including the use of reward systems, monetary and non-monetary, intrinsic and extrinsic, in the motivation of goal-oriented behavior as a major factor in influencing people’s actions in the workplace. The effects of reward systems on recruiting, performance, satisfaction and tenure are examined.  The course also explores pay system components such as entry position rates, job evaluation systems, merit pay plans, and employee income security systems. Legal aspects of reward systems, such as federal wage and hour laws and the Employee Retirement Income Security Act, are examined.  The value of healthcare benefits to organizations and employees is also discussed.  Prerequisite:  None. 

MGMT 569. Training and Development Systems.  This course is an introduction to behavioral concepts and organization best practices related to training and developing human resources.  Emphasis is placed on the investigation and development of proactive strategies to align the knowledge and skills of the organization’s employees with those needed to realize the organization’s strategic goals.  Learning technologies for delivering training content are explored within the context of aligning training and development strategy with organizational needs.  Prerequisite:  None. 

MGMT 571. Leading Change in Organizations.  Integrative Experience – Organizations are facing many environmental challenges including new technologies, new methods of organizing, diverse consumer demands, new competitors, and diverse employee skills and backgrounds.  The common denominator is change.  This course examines innovation and organizational change from a strategic and operational perspectives.  Students’ knowledge and skills related to innovation and change management are developed with an emphasis on strategy and organizational goals.  Applied projects with small businesses and not-for-profit organizations allow students to apply their knowledge of innovation and change management in the real world situations.  3 graduate credits.  

MGMT 572. Managing Performance: Motivating, Coaching & Evaluating.  Managers and human resource professionals must have a good understanding of performance management principles in order to coach managers in managing employee performance. This course focuses on the underlying principles of performance management and ways to intervene early to manage behavioral problems. Topics to be covered include an overview of performance management, methods for motivating staff, coaching employees, including executives, for success, establishing performance plans, and conducting performance evaluations.  3 graduate credits.  Prerequisite:  None. 

MGMT 577. Project Planning and Management.  Introduces project management—the administration of a temporary organization of human and material resources within a permanent organization to achieve a specific objective. You consider both operational and conceptual issues. You learn to deal with planning, implementation, control, and evaluation from an operational perspective. In the conceptual arena, you study matrix organization, project authority, motivation, and morale and explore the differences and similarities between project and hierarchical management. You investigate cases that illustrate problems posed by project management and how they might be resolved. 3 graduate credits. Prerequisites:  None.

MGMT 579. Strategic Human Resources Management.  This course includes an overview of business strategy and emphasizes the role of human resource management for effective strategy implementation. Models of organizational diagnosis and change, reengineering, divesting, merging, acquiring, downsizing, and outsourcing are examined from a strategic and operational human resource perspective. Students will complete an assignment related to HR strategy in their workplace or other organization to apply the knowledge and skills learned in this course. This course is normally taken by students as the last course in their program of study. Prerequisite: Permission of instructor. 3 graduate credits.

MGMT 590-599. Special Topics
MGMT 581-582. Independent Study.
MGMT 586-588. Internship.

MGMT 602. Multivariate Analysis. This course is focused on methods concerned with relations among variables and/or significant group differences. Multiple regression will be covered. Other techniques such as principal components analysis (PCA), exploratory factor analysis (EFA), which examines the interrelation between variables, and cluster analysis (CA) and discriminant analysis (DA), which are both concerned with the interrelations between cases or groups will also be covered. Prerequisite: MGMT 557 Big Data Analytics.

MGMT 605. Generalized Linear Models. This course extends linear OLS regression by introducing the concept of Generalized Linear Model (GLM) regression. The course reviews traditional linear regression as a special case of GLM's, and then continues with logistic regression, poisson regression, and survival analysis. The course is heavily weighted towards practical application with large data sets containing missing values and outliers. It addresses issues of data preparation, model development, model validation, and model deployment. Prerequisite: MGMT 602 Multivariate Analysis.

MGMT 608. Advanced Modeling Techniques. Drawing upon previous coursework in predictive analytics, modeling, and data mining, this course provides a review of statistical and mathematical programming and advanced modeling techniques. It explores computer­ intensive methods for parameter and error estimation, model selection, and model evaluation. The course focuses upon business applications of statistical graphics and data visualization, tree ­structured classification and regression, neural networks, smoothing methods, hybrid models, multi­way analysis, and hierarchical models. This is a case­ study­ and project­ based course with a strong programming component. Prerequisite: MGMT 605 Generalized Linear Models.

MGMT 612. Marketing Analytics. This course provides a comprehensive review of predictive analytics as it relates to marketing management and business strategy. The course gives students an opportunity to work with data relating to customer demographics, marketing communications, and purchasing behavior. Students perform data cleansing, aggregation, and analysis, exploring alternative segmentation schemes for targeted marketing. They design tools for reporting research results to management, including information about consumer purchasing behavior and the effectiveness of marketing campaigns. Conjoint analysis and choice studies are introduced as tools for consumer preference measurement, product design, and pricing research. The course also reviews methods for product positioning and brand equity assessment. Ethics and legal considerations of marketing analytics are discussed. This is a case­ study­ and project­-based course involving extensive data analysis. Prerequisite: MGMT 605 Generalized Linear Models.

MGMT 615. Web Analytics. A central part of e­commerce and social network applications, the World Wide Web is an important channel and data source for online marketing and customer relationship management. This course provides a comprehensive review of Web analytics, including topics in search marketing, social network marketing, social media analytics, user generated content management and marketing, mobile advertising and commerce, and CRM strategy. The course examines the use of Web sites and information on the Web to understand Internet user behavior and to guide management decision­ making, with a particular focus on using Google Analytics. Topics include measurements of end­user visibility, organizational effectiveness, click analytics, log file analysis, and ethical issues in analytics. The course also provides an overview of social network analysis for the Web, including using analytics for Twitter and Facebook. This is a case study­ and project­ based course. Prerequisite: MGMT 608 Advanced Modeling Techniques.

MGMT 618. Data Visualization. This course begins with a review of human perception and cognition, drawing upon psychological studies of perceptual accuracy and preferences. The course reviews principles of graphic design, what makes for a good graph, and why some data visualizations effectively present information and others do not. It considers visualization as a component of systems for data science and presents examples of exploratory data analysis, visualizing time, networks, and maps. It reviews methods for static and interactive graphics and introduces tools for building web­browser ­based presentations. This is a project­ based course with programming assignments. 

MGMT 622. Healthcare Analytics. This course focuses on developing skills in analyzing and improving healthcare systems and processes by integrating systems analysis, quality management, operations research techniques, exploratory data analytics and data visualization. Emphasis is placed on the use of organizational data, especially time­stamp data, to study processes and outcomes of care, particularly as it relates to flow analysis and improving work flow. The course relies heavily on hands­ on use of computer­ based modeling tools. Emphasis will be placed on formulating, designing, and constructing models, drawing conclusions from model results, and translating results into written end­user reports to support process improvement and quality improvement efforts. Prerequisite: None.

MGMT 625. Supply Chain Analytics. This course explores how firms can better organize their operations so that they more effectively align their supply with the demand for their products and services using analytics applied to enhance competitiveness. The course provides both tactical knowledge and high­level insights needed by general managers and supply chain management consultants. The course focuses on managing uncertain demand, both within the firm and across the supply chain. Prerequisite: MGMT 555 Business Research Methods.

MGMT 628. Text Analytics. This course is focused on incorporating text data from a wide range of sources into the predictive analytics process. Topics covered include extracting key concepts from text, organizing extracted information into meaningful categories, linking concepts together, and creating structured data elements from extracted concepts. Students taking the course will be expected to identify an area of interest and to collect text documents relevant to that area from a variety of sources. This material will be used in the fulfillment of course assignments. Prerequisite: MGMT 602 Multivariate Analysis.

MGMT 629.  Quantitative Finance.  The objective of this course is to review the use of statistical methods to analyze financial data. Topics include an overview of financial markets and data, accessing financial data, methods of exploratory data analysis (EDA) applied to financial data, probability distributions, especially heavy-tailed distributions, used in financial analysis, methods of computer simulation of financial data, methods of statistical inference applied to financial data and time series analysis.  R language is used throughout the course.   Prerequisite:  MGMT 500. 

MGMT 671. Capstone Project. The capstone course focuses upon the practice of predictive analytics. This course gives students an opportunity to demonstrate their business strategic thinking, communication, and consulting skills. Students work individually on projects that can be work ­related or part of a consultative effort with an organization. Students will present their project online to faculty and peers. Prerequisite: Completion of a minimum of 30 credits toward the degree and permission of the instructor.

Graduate Microcourses

MGMT 5050. Introduction to Python. This course is an introduction to Python.   The purpose of the course is to provide the student with foundational knowledge about the language and its use in data analytics.  Topics include getting started with the language, data & data sets, importing and exporting data, basic data management, errors, descriptive and inferential statistics and visualization methods. 1.5 graduate credits. Prerequisite: None.

MGMT 5051. Introduction to SAS. This course is an introduction to SAS.   The purpose of the course is to provide the student with foundational knowledge about the language and its use in data analytics.  Topics include getting started with the language, data & data sets, importing and exporting data, basic data management, errors, descriptive and inferential statistics and visualization methods. 1.5 graduate credits. Prerequisite: None.

MGMT 5052. Introduction to SPSS. This course is an introduction to SPSS.   The purpose of the course is to provide the student with foundational knowledge about the language and its use in data analytics.  Topics include getting started with the language, data & data sets, importing and exporting data, basic data management, errors, descriptive and inferential statistics and visualization methods. 1.5 graduate credits Prerequisite: None.

MGMT 5053. Introduction to MINITAB. This course is an introduction to MINITAB.   The purpose of the course is to provide the student with foundational knowledge about the language and its use in data analytics.  Topics include getting started with the language, data & data sets, importing and exporting data, basic data management, errors, descriptive and inferential statistics and visualization methods.1.5 graduate credits. Prerequisite: None.

MGMT 5054. Introduction to Stata. This course is an introduction to STATA.   The purpose of the course is to provide the student with foundational knowledge about the language and its use in data analytics.  Topics include getting started with the language, data & data sets, importing and exporting data, basic data management, errors, descriptive and inferential statistics and visualization methods. 1.5 graduate credits. Prerequisite: None.

MGMT 5060. Introduction to Excel. This course is an introduction to Excel.  The  course will provide the student with working knowledge of the basics in using this spreadsheet data analytic tool. Topics include navigating a worksheet, basic calculations, statistical functions, the use of reference functions and basic graphing. 1.5 graduate credits. Prerequisite: None.

MGMT 5061. Intermediate Excel. This is a course in intermediate Excel.  Building on the Introduction to Excel course, this course reviews advanced charting, Pivot Tables, Regression Methods, Optimization tools such as Goal Seek and Solver, Simulation methods, and introduces the student to Macros.  1.5 graduate credits. Prerequisite: MGMT 503.1.

MGMT 5070. Introduction to Data Analytics. This course introduces students to the importance of data in decision making in modern society and the data analytics process.  Each step of the process is reviewed from defining the problem, getting the data, wrangling the data, analyzing the data and presenting the findings.  Students will have the opportunity to create and develop a data analytic project. 1 graduate credit. Prerequisite: None.

MGMT 5071. Data Wrangling. Garbage-In/Garbage-Out (GIGO) is a popular phrase describing the implications of using bad data in analytics.  This course reviews processes and methods used to review, clean, modify and transform data from one form to another, more usable form to make it suitable for analysis.  This course reviews the steps associated with the data wrangling process and addresses such issues as blank and missing values, outliers, variable transformations, binning data and removing unnecessary or noninformative data. 1.5 graduate credits. Prerequisites: MGMT 500 Introduction to R.  Note: This is a non-credit prerequisite that is needed to develop proficiency in the R programming language.  Students who can demonstrate proficiency in R can seek a waiver of the prerequisite and MGMT 5061 Introduction to Excel. Students who can demonstrate proficiency in Excel can seek a waiver of this prerequisite.

MGMT 5080. Finance for Non-Financial Managers. This course is a review of corporate financial management principles for non-financial managers. Topics include the role of finance in an organization, the objective of an organization, an overview of financial statements as a source of financial information, fundamental value metrics, financial ratio development & analysis, evaluating trends in financial performance and understanding the role of free cash flows. 1 graduate credit. Prerequisite: None.

MGMT 5111. Developing Leadership Competencies - Emotional Intelligence. This course provides an introduction to the theory and practice of emotional intelligence.  The course topics include the four components of emotional intelligence - self-awareness, self-management, social awareness and relationship management. 1 graduate credit. Prerequisite: None.

MGMT 5112. Developing Leadership Competencies - Self-Oriented Leadership Competencies. This course introduces four competencies of effective contemporary leadership that are self-oriented.  The course topics include - personality types, emotional intelligence, mindfulness and authenticity. 1 graduate credit. Prerequisite: None.

MGMT 5113. Developing Leadership Competencies - Other-Oriented Leadership Competencies. This course introduces four competencies of effective contemporary leadership that are other-oriented.  Topics include - empathy, courage, creativity and character. 1 graduate credit. Prerequisite: None.

MGMT 5151. Microeconomic Foundations -: Problem solving and decision making. This course develops problem-solving and decision-making skills using business economics principles. Students learn to evaluate costs and benefits, understand market dynamics, and create economic value, and apply these principles to real-world scenarios. 1.5 graduate credits. Prerequisite: None.

MGMT 5152. Microeconomic Foundations - Business strategy and policy. The Business Strategy and Policy course teaches economic analysis for developing successful business strategies and policies. It covers competitive and internal economic forces and prepares participants to become effective strategic leaders. 1.5 graduate credits. Prerequisite: None.

MGMT 5171. Corporate Finance - Financial Statements, Ratio Analysis and Free Cash Flow. This course is a review of corporate financial management, Intrinsic Value and Cash Flows.  Topics include an overview of financial statements, fundamental value, financial ratio development & analysis, evaluating trends in financial performance and free cash flows. 1.5 graduate credits. Prerequisite: None.

MGMT 5172. Corporate Finance - Risk & Valuation: Annuities, Stocks, and Bonds. This course is a review of the Time Value of Money principles, Bond and Stock Valuation, and the impact of Risk vs. Return. Topics include determining present and future values, the impact of risk on the corporation’s cost of stocks, bonds and the overall cost of capital, and the Efficient Market Hypothesis.  1.5 graduate credits. Prerequisite: None.

MGMT 5173. Corporate Finance - Capital Budgeting, Project Valuation and Financial Planning. This course involves determining the Weighted Average Cost of Capital (WACC), merging the Cost of Debt and Cost of Equity, using Capital Budget Analysis to decision projects, and using financial skills to determine which projects or investments support sustainable / relevant / expanding corporate operations and financial results. Topics include determining the WACC, calculating metrics such as NPV, IRR, MIRR, PI, Payback Period, evaluating elements such as Sunk Cost and Opportunity Costs, and determining the project’s Self-supporting Growth Rate and Additional Funds Needed.  1.5 graduate credits. Prerequisite: None.

MGMT 5181. Advanced Corporate Finance - Strategy and Valuation. The course is designed to cover advanced corporate finance issues. The course examines qualitative factors that help determine financial strategy, including the costs of financial distress and the value of financial flexibility.  1.5 graduate credits. Prerequisites: MGMT 517 Corporate Financial Management or the microcourses MGMT 5171, MGMT 5172 and MGMT 5173.

MGMT 5182. Advanced Corporate Finance – Alternative Financing Sources. The course is designed to cover advanced corporate finance issues. The course examines alternative financing sources, including public and private financing, lease financing and hybrid financing concepts.  1.5 graduate credits. Prerequisites: MGMT 517 Corporate Financial Management or the microcourses MGMT 5171 and, MGMT 5172.

MGMT 5211. Law and Corporate Social Responsibility. This course explores the vital relationship between business and the legal, political and social environments, and the impact of government regulations and federal/state laws on corporate behavior. Specific topics will include occupational and industrial codes of conduct, anti-trust problems, corporate governance, securities markets, the employee-employer relationship, employment discrimination, consumer protection, product liability, environment policy, and social and legal issues of multinational business. 1.5 graduate credits. Prerequisite: None.

MGMT 5212. Ethics and Corporate Social Responsibility. This course explores the vital relationship between business and the legal, political and social environments, and the impact of ethics on corporate behavior. Specific topics will include occupational and industrial codes of conduct, anti-trust problems, corporate governance, securities markets, the employee-employer relationship, employment discrimination, consumer protection, product liability, environment policy, and social and legal issues of multinational business. 1.5 graduate credits. Prerequisite: None.

MGMT 5231. Marketing - Business Strategy- Building Competitive Advantage. This course explores a strategic framework, and the tools needed, to develop and execute a business strategy that creates sustainable competitive advantage and drives long term growth in today’s dynamic market.  Topics include: strategic market analysis, identifying sources of competitive advantage, branding and positioning, innovation and design thinking, evaluating and prioritizing strategic alternatives. 1.5 graduate credits. Prerequisite: None.

MGMT 5232. Marketing - Customer Journey Mapping and Customer Experience. This course will explore how today’s digital world has transformed customer decision making and how to use customer journey mapping to develop a customer experience strategy that sets organizations apart and drives brand loyalty and long term success. Topics include: Customer Trends, Customer Journey Mapping, Content Marketing, Omnichannel Marketing, Customer Centricity, Customer Experience. 1.5 graduate credits. Prerequisite: None.

MGMT 5531. Big Data Management – SQL - Relational Databases. This course is focused on using SQL ( Standard Query Language ) to access merge and shape relational data tables into usable data for analytics and trending. 1.5 graduate credits. Prerequisite: MGMT 500 Introduction to R.  Note: This is a non-credit prerequisite that is needed to develop proficiency in the R programming language.  Students who can demonstrate proficiency in R can seek a waiver of the prerequisite.

MGMT 5532. Big Data Management – Data Manipulation. This course is focused on using R to understand types and to transform and prepare data to conduct statistical analysis. 1.5 graduate credits. Prerequisite: MGMT 500 Introduction to R.  Note: This is a non-credit prerequisite that is needed to develop proficiency in the R programming language.  Students who can demonstrate proficiency in R can seek a waiver of the prerequisite.

MGMT 5551. Business Research Methods - Designing a Study. This course is an introduction to designing a business study.  Students will investigate ways to develop good research questions, explore data collection considerations, and discuss ethical issues surrounding studies. 1.5 graduate credits. Prerequisite: None.

MGMT 5552. Business Research Methods - Basic Regression. This course is an introduction to the use of simple and multiple regression to answer business questions.  In this course students will learn how to predict and explain phenomena in the environment through analyzing, interpreting, and reporting information that makes business decision makers more effective.  The course focuses on methods of hypothesis testing, basic quantitative analysis, and multivariate statistical techniques. 1.5 graduate credits. Prerequisite: None.

MGMT 5571. Big Data Analytics – Introduction to Big Data Analytics. This course is focused on using the data to understand how to apply applicable model enabling the transformation of data into information. 1.5 graduate credits. Prerequisites: MGMT 500 Introduction to R and MGMT 553 Big Data Management or the microcourses MGMT 553.1 Big Data Management – SQL - Relational Databases and MGMT 553.2 Big Data Management – Data Manipulation.

MGMT 5572. Big Data Analytics – Advanced Models and Selection. This course is focused on using the data to understand how to apply applicable models enabling the transformation of data into information. 1.5 graduate credits. Prerequisites: MGMT 500 Introduction to R and MGMT 553 Big Data Management or the microcourses MGMT 553.1 Big Data Management – SQL - Relational Databases and MGMT 553.2 Big Data Management – Data Manipulation.

MGMT 5581. Risk: Analysis & Management - Foundations of Risk Analysis. This course provides the student with the foundational concepts of risk analysis and risk management. Topics include the definition of risk and uncertainty, introduction to probability theory, the concept of expected value, risk and return, prospect theory (behavioral economics), the risk management process and the concept of enterprise risk management. 1.5 graduate credits. Prerequisite: None.

MGMT 5582. Risk: Analysis & Management - Financial Risk Management. This course covers the main financial risks faced by corporations, in particular market, credit, liquidity, operational, legal and regulatory risk. The student will learn how to identify, measure, and manage various financial risks. The course also includes several examples of mismanagement of financial risks that led to significant losses or bankruptcy.  1.5 graduate credits. Prerequisite: None.

MGMT 5641. Negotiation in Public Schools - PA Labor Relations Law. This course will review Pennsylvania Laws which provide the right to collective bargain in the public education sector. The course will delve into the laws and the application of the laws in the K-12 education setting. 1 graduate credit. Prerequisite: None.

MGMT 5642. Negotiation in Public Schools - Negotiation Strategies & Preparation. This course will review strategies for negotiations in the public K-12 setting and the preparation required for a successful process.  1 graduate credit. Prerequisite: MGMT 564.1.

MGMT 5643. Negotiation in Public Schools - Implementing the Collective Bargaining Agreement. This course will review the process for implementing a collective bargaining agreement and the potential pathways when there is a disagreement. 1 graduate credit. Prerequisites: MGMT 564.1 and 564.2.

MGMT 5651. Global Talent Management - Recruiting and Selecting. Methods for recruiting and selecting human talent will be examined. Topics may include equal employment opportunity, human resource planning and strategy, determination of staffing needs, internal and external recruitment strategies, diversity, inclusion,  and selection and assessment procedures. 1.5 graduate credits. Prerequisite: None.

MGMT 5652. Global Talent Management - Employee Retention. Methods for retaining human talent will be examined. Topics may include training, development, performance management, compensation, benefits, succession planning, diversity, and inclusion. 1.5 graduate credits. Prerequisite: None.

MGMT 6021. Multivariate Analysis-Supervised Learning Methods. This is a course in multivariate statistics which focuses on methods concerned with relations among variables and/or significant group differences.  ANOVA, MANOVA, Multiple Regression, Analysis of Repeated Measures, Canonical Correlation, Multivariate Multiple Regression, Linear Discriminant Analysis and Logistic Regression will be covered. 1.5 graduate credits. Prerequisites: MGMT 500 Introduction to R.  Note: This is a non-credit prerequisite that is needed to develop proficiency in the R programming language.  Students who can demonstrate proficiency in R can seek a waiver of the prerequisite and MGMT 557 or microcourses MGMT 5571 and MGMT 5572.

MGMT 6022. Multivariate Analysis-Unsupervised Learning Methods. This is a course in multivariate analysis which focuses on methods concerned with relations among variables and/or significant group differences.  Techniques such as Principal Components (PCA), Exploratory Factor Analysis (EFA), Multidimensional Scaling (MDS) and Cluster Analysis (CA) will be covered. 1.5 graduate credits. Prerequisites: MGMT 500 Introduction to R.  Note: This is a non-credit prerequisite that is needed to develop proficiency in the R programming language.  Students who can demonstrate proficiency in R can seek a waiver of the prerequisite and MGMT 557 or microcourses MGMT 557.1 and MGMT 557.2.

MGMT 6081. Advanced Modeling Techiques-Regression Methods. This course is a review of advanced modeling techniques with a focus on regression models. Topics include  advanced linear methods, nonlinear methods and regression tree models. 1.5 graduate credits. Prerequisites:  MGMT 500 Introduction to R.  Note: This is a non-credit prerequisite that is needed to develop proficiency in the R programming language.  Students who can demonstrate proficiency in R can seek a waiver of the prerequisite and MGMT 557 or MGMT 557.1 and MGMT 557.2.

MGMT 6082. Advanced Modeling Techiques-Classification Methods. This course is a review of advanced modeling techniques. The course focuses on applications of a wide variety of classification models.  Topics include advanced linear methods, nonlinear methods and regression tree models. 1.5 graduate credits. Prerequisites: MGMT 500 Introduction to R.  Note: This is a non-credit prerequisite that is needed to develop proficiency in the R programming language.  Students who can demonstrate proficiency in R can seek a waiver of the prerequisite and MGMT 557 or MGMT 557.1 and MGMT 557.2.

MGMT 6181. Introduction to Data Visualization. This introductory course begins with a review of human perception and cognition, drawing upon psychological studies of perceptual accuracy and preferences. The course reviews principles of graphic design, what makes for a good graph, and why some data visualizations effectively present information and others do not.  It reviews methods for creating static graphics for presentation in a web-based environment.  1.5 graduate credits.  Prerequisites: MGMT 555 Business Research Methods or micocourses MGMT 55.1 and MGMT 555.2 .

MGMT 6182. Intermediate Data Visualization. This course is a continuation of Introduction to Data Visualization.  It builds on the skills learned in MGMT 6181 exploring appropriate visualizations for advanced time series analysis, geospatial representations of data as well as deviation and distribution analyses.  It will emphasize creating interactive and insightful visualizations that provide stakeholders with tools to make informed business decisions based on data. 1.5 graduate credits. Prerequisites: MGMT 6181 Introduction to Data Visualization.

MGMT 6190. Data Mining, Advanced SQL and ETL (Extract, Transform & Load) Techniques. This course covers advanced data mining techniques with an emphasis on advanced SQL programming.  It provides techniques for data profiling and creating ETL (Extract, Transform and Load) workflows using open source, industry standard software.  Emphasis will be placed on identifying and  handling data discrepancies to ensure data integrity in an automated, repeatable environment. 1.5 graduate credits. Prerequisites: MGMT 553 Big Data Management or the microcourses MGMT 553.1 and MGMT 553.2. Basic Excel skills. 

MGMT 6191. Data Visualization - Power BI. This course is an elective and extension of MGMT 618 - Data Visualization.  It leverages the theory and visualization techniques learned in MGMT 618 to create interactive visualizations using Power BI software to enable business leaders to make informed business decisions. 1.5 graduate credits. Prerequisites: MGMT 618 - Data Visualization or the microcourses MGMT 618.1 and MGMT 618.2.

MGMT 6201. Power Platform – Power Apps Basics. This course is an introduction to the Microsoft Power Platform line of business intelligence, app development, data processing and app connectivity software. It is designed to enable the transformation of data into information.  Topics include; 1) creating basic applications using Power Apps (a tool within the Power Platform) that can be deployed to users enabling hands on interactive data entry and manipulation;  2) how to use a ‘load and no code’ approach to learn the fundamentals of interactive application design; and 3) develop an understanding of the impact of the user experience (look and feel) of an app and how to make improvements to it. 1.5 graduate credits. Prerequisites: None.

MGMT 6202. Power Platform – Advanced Power Apps Concepts. This is an advanced course for the Microsoft Power Platform line of business intelligence, app development, data processing and app connectivity software applications.  Topics include; 1) Use the Power App Web interface to enhance the App developed in the introductory Power Platform course; 2) Utilize different features within the tool to manage and sort the connected data in advanced ways. Leverage the collection features to capture data; 3) Create connected canvas screens and develop interactive navigation (move back and forth between data screens)  within the app; 4) Learn and write M Language enhancements. 5) Learn how to test and deploy apps. 1.5 graduate credits. Prerequisites: MGMT 6201  Power Platform –Power Apps Basics.

MGMT 6203. Power Platform – Power Automate Basics. This course is an introduction to the Microsoft Power Platform line of business intelligence, application development, data processing and connectivity software applications.   Topics include;  1) How to create basic flows that can be deployed reducing repetitive task and minimizing human error;  2) How to integrate Power Platform tools and leverage the interaction between the tools to enhance the usefulness of data; and 3) How to deploy a process flow, understand interval maintenance and how to ensure seamless, repetitive processing. 1.5 graduate credits. Prerequisite: None.