BUS - Business - Grad

Non-credit orientation to Ottawa University.

Examines human behavior as it impacts the work organization. Includes theoretical foundations of motivation, group dynamics, leadership, decision-making, satisfaction and performance. Cross-listed with HRC 7611 and BUS 7000.

Course covers methods for stimulating creativity and innovation, why context matters, and processes for making effective decisions with a focus on sustainable competitive advantage. Topics include practice in creative problem solving through in-class exercises and the creation of a plan to move the students' own organizations to the next level of creativity.  Cross-listed with BUS 7015.

Study of personal and corporate value systems and decision making. Investigation of personal beliefs, purposes and attitudes, and their effects on self and others. Examines the ethical dimensions of organizational structures and practices. Cross-listed with HRF 7001 and BUS 7200.

Research shows emotional intelligence (EI) is more important than IQ in determining outstanding job performance. Examines variety of instruments and writings used to build EI in workplace. Cross-listed with HRC 5734 and HRC 7341.

Integration of human resources with strategic business functions and planning. Examines issues of structure, staffing, effectiveness, performance and assessment and diversity within organizations. Cross-listed with BUS 7100 and HRC 7411.

Covers the identification and selection of marketing opportunities, target markets and design, and implementation and evaluation of marketing programs.  Cross-listed with BUS 7450.

Cover fundamentals, purpose and role of the training and development function in human resources. Includes needs assessment, program development, methods and technologies, management development, and evaluation of interventions. Cross-listed with HRC 7601.

Examines the use of computer information systems in business organizations with emphasis on how information technology supports business functions and aids managerial decision-making. Explores current trends and emerging technologies. Cross-listed with BUS 7700.

Examines human behavior as it impacts the work organization. Includes theoretical foundations of motivation, group dynamics, leadership, decision-making, satisfaction and performance. Cross-listed with HRC 7611 and BUS 5700.

This course provides an opportunity to explore new and emerging issues in business leadership. Students will identify and read contemporary topics in journals published in the past two years.

This course explores, analyzes, and compares key topics in developing leadership. Topics include: power, influence, values, motivation and coaching, contingency theories of leadership, leading change, and creating a culture of success. Prerequisite: BUS 7000 Organizational Behavior and Theory or permission of Program Director.

Course focuses on strategic and tactical approaches to developing comprehensive leadership, talent management, and succession planning processes for an organization. It involves defining leadership capabilities needed by a company at the individual, team, and organizational level. 

Course focuses on how leaders create value for the organization and key stakeholders. Students will compare various whole system approaches to assessing organizations. Topics include strategy, values, norms of behavior, reward systems, decision-making and accountability, processes and systems, and the role the leader plays in managing and aligning those components to add value to the business. Dynamics within organizations, including those at a personal, interpersonal and organizational level, will be assessed. Various approaches a leader can use to align and focus an organization, such as strategic performance management or the Balanced Scorecard, will be considered for appropriate application and expected benefits to the business.

Course explores the philosophy of life and leadership dedicated to the growth of others as well as values-driven institutions that contribute to just, caring, and sustainable societies.  Topics include enhancement of student awareness of their values and how those values are reflected in their decisions and actions, the gap and tension between stated individual and organizational values that drive behavior, identification of points of leverage to affect change in operational systems, leadership philosophies, styles, and strategies, and contemporary concepts of values and system-level thinking integration. 

Course covers methods for stimulating creativity and innovation, why context matters, and processes for making effective decisions with a focus on sustainable competitive advantage. Topics include practice in creative problem solving through in-class exercises and the creation of a plan to move the students' own organizations to the next level of creativity.  Cross-listed with BUS 5715.

Course focuses on the strategic, organizational, and leadership challenges faced by multi-business organizations.  Topics include vision formulation, resource allocation strategies, and the development and evaluation of synergistic effects using case studies.

Integration of human resources with strategic business functions and planning. Examines issues of structure, staffing, effectiveness, performance and assessment and diversity within organizations. Cross-listed with HRC 7411 and BUS 5741.

Study of personal and corporate value systems and decision making. Investigation of personal beliefs, purposes and attitudes, and their effects on self and others. Examines the ethical dimensions of organizational structures and practices. Cross-listed with HRF 7001 and BUS 5720.

Course provides a comprehensive overview of the current status of the health care delivery system nationally, as well as internationally. Topics include factors which influence health status, the effects of utilization on health services, the organization and finance of health care systems, service deployment, and future issues in the US and global health systems.

Examines the legal, ethical, and political forces and their impact on health care organizations. Explores principles and practical applications of laws affecting the operational decisions of health care providers, health plans, and third-party payors and managers, as well as health care products and services.

Course provides insight into a variety of regulatory bodies commonly found in the US health system and explores their function, standards, and impact on quality assessment procedures. Other topics include the meaning of quality as it relates to health and health care, the various roles and responsibilities of regulatory boards, and the application of quality improvement within the medical care sector.

Course is designed to aid the student in exploring the relationship between product line and profit. Topics include analyses of profitability by product line, payor, and physician, as well as cost determination of products and services.

Course explores the relationship between change and effective communication within the health care organization. Topics include the impact of change on internal and external environments and working with conflict in order to accomplish strategic goals within a health care environment.

Covers the identification and selection of marketing opportunities, target markets and design, and implementation and evaluation of marketing programs.  Cross-listed with BUS 5745.

Course concentrates on design and development of advertising and promotional strategies within the context of branding. The purpose is to create differentiation for organizations by trying to develop competitive advantage. Prerequisite: BUS 7450 Strategic Marketing or permission of Program Director.

Course examines the explosive phenomena of the Internet and E-Commerce on the economy and industry, both domestic and international. It provides insight into managerial challenges created by this evolution in products and services. Prerequisite: BUS 7450 Strategic Marketing or permission of Program Director.

Course examines policy formulation and developing corporate image and identity by strategically disseminating ideas and information to the organization's public. Planning and executing public relations and publicity programs to address the concerns of the organizations' various public are examined. Topics addressed include message design, media selection, and audience differentiation. Prerequisite: BUS 7450 Strategic Marketing or permission of Program Director.

Course examines integrated supply chain models synthesizing demand forecasting, supply management, production, and enterprise systems.This course also differentiates supply chain models and distinguishes key supply chain issues within various industries. Prerequisite: BUS 7450 Strategic Marketing or permission of Program Director.

Best practices and solutions for effective product management, marketing, product positioning, and understanding how to manage the product throughout the life cycle are examined.  Other topics include how to conduct competitive market analyses, prepare marketing briefs, develop skills in customer relationship management, and create and manage lead generation programs.

Application of economic theory to managerial decision-making. Emphasis on both quantitative and qualitative application of microeconomic principles to business analysis. Prerequisite: Students are expected to have completed undergraduate coursework in fundamentals of economics.

Application of the theories and tools used in financial decision making. Topics include present value and capital budgeting, financial analysis and forecasting, market efficiency and capital structure. Prerequisite: Students are expected to have completed undergraduate coursework in the fundamentals of accounting and economics.

Examines project management principles, methods and tools for planning and organizing and controlling non-routine activities. Develop skills needed to plan and execute projects to meet schedule, budget and performance objectives.

Course focuses on the role of logistics and operations management in organizational performance. Topics include capacity planning, inventory management, logistics management, production planning and control, resource allocation, and total quality.

Examines the use of computer information systems in business organizations with emphasis on how information technology supports business functions and aids managerial decision-making. Explores current trends and emerging technologies. Cross-listed with BUS 5770.

Introduction to quality management concepts and their use in enhancing organizational performance and profitability.  Topics include history of the quality movement, application in key economic sections, philosophical perspectives of major quality leaders, contemporary quality issues in services and manufacturing, guidance in organizational decision-making, and various well-known approaches and associated statistical tools.

Explore use and application of accounting information for planning, control and decision making. Topics include: cost analysis and allocation, budgeting and behavioral aspects of accounting systems. Prerequisite: Students are expected to have completed undergraduate coursework in accounting fundamentals.

Course provides a comprehensive understanding and working aptitude of the structures, tools, and functions of monetary systems, both domestic and international. Special attention will be give to the U.S. Federal Reserve System, the World Bank, the International Monetary Fund and other government agencies dealing with global capital markets. Prerequisites: BUS 7600 Managerial Finance and BUS 7800 Management Accounting or permission of Program Director.  Cross-listed with OAD 57801.

Course focuses on guidelines, objectives, and methodologies involved in managing corporate short-term assets, liabilities, and working capital. Liquidity levels, cash management, credit policies, bank relationships, factoring, inventory controls, and current asset and liability management will be emphasized. Prerequisites: BUS 7600 Managerial Finance, BUS 7800 Management Accounting or permission of Program Director.

Course provides a comprehensive comparison of security valuation techniques.  Historical growth patterns and valuation models utilized in domestic and global securities markets are also examined.  Prerequisites: BUS 7600 Managerial Finance and BUS 7800 Management Accounting or consent of Program Director.

Course presents advanced treatment and practice of financial theory and decision making in the international environment. Prerequisites: BUS 7600 Managerial Finance and BUS 7800 Management Accounting or permission of Program Director.

Course applies financial theory to real-world scenarios. Students will utilize different modeling tools and techniques to forecast financial data. Prerequisites: BUS 7600 Managerial Finance and BUS 7800 Management Accounting or permission of Program Director.

Provides an in-depth overview of Population Health Management as a discipline, its components, and business applications.  Covers the PHM paradigm, principles of behavior changes, health system navigation and continuity of care.  Course addresses the business case for PHM, IT decision support, policy implication and ethical dimensions, using models of care management and research as its basis.

Explores the use of health information technology from a system perspective.  Utilizes a case-study approach to illustrate the use of large data sets to identify at-risk populations and to segment defined populations by health states and cultural characteristics.

Provides practical applications of strategies to improve the health status and outcomes of defined populations.

Examines methodologies for managing and evaluating programs in Population Health Management (PHM) using an actuarial approach.

Examination of social, legal, political and cultural forces affecting organizations in both domestic and global environments. Emphasis on identification and development of strategies for dealing with threats and opportunities arising from the relationship between organizations and their operating environments.

Course focuses on the legal aspects of international trade, commercial law, private international law, and international arbitration as they affect conduct and capacity of multinational enterprises engaged in international business. Prerequisite: BUS 7900 Social, Cultural, Legal, and Political Influences on Business or permission of Program Director.

Course provides requisite knowledge and skill sets for managing multinational corporations dealing with different cultures and leading a diverse global work force.  Topics examined include negotiation, strategic policy making, and best practices in global management.  Prerequisite: BUS 7900 Social, Cultural, Legal, and Political Influences on Business or permission of Program Director.

Supervised work experience set up by the student for the purpose of increasing the student's understanding and the application of the field of study in an organizational setting. Supervision is provided by the instructor and the cooperating agency. Enrollment is subject to approval by the program director. Cross-listed with HRC 7990.

Covers theory and practice related to organizational leadership. Topics include organizational system thinking, living systems theory, leadership capacity development, and other advanced leadership theories. Includes application of theory to a variety of workplace settings. Prerequisite: BUS 7000 Organizational Behavior and Theory or permission of Program Director.

An advanced in-depth treatment of topics.  Presents novel material of current interest and provides a context within which students may engage with emerging trends as they arise.

Capstone course in which participants develop a major case study of business administration issues, programs and policies in a current organization. Draws from and utilizes concepts, theories, and skills developed in previous courses. Prerequisite: Completion of all core courses in the MBA program or approval of advisor.

CPT Practicum continued.

The course examines organizational effectiveness from the perspective of senior leadership. The course blends organizational theory with concepts in the behavioral sciences that apply to organizational development. Students will examine leverage points that equip leaders to create high-performing organizations adaptable to volatile, uncertain, complex and ambiguous (VUCA) environments.

The course focuses on decision-making from the perspective of senior leadership. The course highlights strategic business decision-making processes when leaders or organizations face volatility, uncertainty, complexity, and ambiguity (VUCA). Complex and data-driven decisions are considered with emphasis on the power and utility of business analytics. Students will learn to construct and interpret decision trees, k-nearest neighbor predictions, Bayesian networks, and cluster analyses, as well as to explore the foundations of data mining.

The course examines financial strategy from the perspective of senior leadership, focusing on how organizations create and add value by positioning themselves competitively within the industry. The course introduces students to the tools of game theory, such as Nash equilibrium; refinements and screening/signaling models used in modeling corporate finance research; and the application of financial strategies via directed case work.

Students participate in a seminar led by a faculty member.  Students are also required to be employed in a training position related to their concentration.  Coursework in the seminar is directly tied to the performance of activities of a regularly scheduled employee in operations and the student must complete a minimum of 80 contact hours with the employer during the practicum course.

The course explores cross-disciplinary theories of recruiting, developing, and deploying human capital. Students will propose their own diversity, equity, and inclusion models in the context of strategic business practice that prepares for the future and provides leadership competent to recruit, mobilize, and retain valuable human capital.

The course examines competitive advantage from the perspective of senior business leadership by exploring the growing role of data in business. Students will learn how knowledge assets provide organizations with competitive advantage and how organizational capabilities have potential to produce long-term superior performance. Students will also learn the tenets of agile strategy, including the framing of appreciative questions, asset identification, leveraging assets to achieve strategic outcomes, and selecting appropriate projects to attain strategic objectives.

The course examines technology’s impact on organizations from a strategic business leadership perspective and explores the means by which organizations can optimize the human experience with technology. Students will learn the opportunities and distinct challenges posed by the confluence of the digital community and the intertwining of technological change and business models. Additional emphasis is placed on understanding the main theories relative to innovation and technology strategy and synthesizing research in this area.

The course examines strategy implementation methodologies from a senior leadership perspective. Through case-study analyses and surveys, students will critically analyze the theoretical and empirical issues of strategic management implementation. This course will equip students to derive and apply tactical solutions to strategic issues in order to scale business operations.

Students participate in a seminar led by a faculty member.  Students are also required to be employed in a training position related to their concentration.  Coursework in the seminar is directly tied to the performance of activities of a regularly scheduled employee in operations and the student must complete a minimum of 80 contact hours with the employer during the practicum course.

The course surveys theories and frameworks that inform successful business strategy, including microeconomic theory, game theory, organizational theory, Clausewitz, Sun Tzu, Guerrilla strategies, Spheres of Influence, oligopoly theory, mutually assured destruction and brinkmanship, maneuver warfare and others. The course emphasizes the concept of deliberate practice within a resource-based view of organizations.

The course provides an opportunity for students, through the lens of a senior business leader or strategist, to undertake an extensive review of current topics, theories, practices or interests tailored specifically to the 21st Century age of creativity, innovation, and increasing competition in the field of business management. Through presentations, readings, case studies, discussions and assignments students will come to recognize and avoid antiquated ideas about business strategy, while adopting and adapting fresher and better ideas.

In this colloquium, doctoral students acquire skills and capacities needed to succeed as scholar-practitioners by participating in professional presentations, discussions, and readings. Students will engage with strategy scholars, faculty, industry practitioners, and senior DBA students on topics related to the program, industry, and contemporary issues in the field of strategy, including implementation and applied application.  Must be taken concurrently with DRES 8753 Qualitative Research Methodologies II.