MBA Courses

The coursework for the MBA Programs is organized in five categories: 
Group I (Prerequisites)
Group II (Core)
Group III (Electives)
• Business Policy and Strategy 
Culminating Experience

Depending on your academic background and GMAT performance, a student may be required to complete additional prerequisite coursework to prepare them for the program. The Craig MBA Program is 36 units, excluding prerequisites.

Group I—Prerequisites (MBA 200, 201, 203, 204 and 205)

Group I courses are prerequisites designed to help students who have not earned their degree from an AACSB-accredited business school in the last seven years. These courses are intended to provide you with the analytical tools you will need for graduate business study. (Click on course for catalog description).

MBA 200. Managerial Economics (3). Prerequisites: finite mathematics, admission to graduate business program or permission of director. Logic and methods of economic analysis for business decisions. Production, cost, supply; buyer behavior, consumer demand, derived demand; forecasting; market structure, pricing, negotiation; government regulation; risk, uncertainty, macroeconomic concepts. Lecture.

MBA 201. Accounting and Information Systems (3). Prerequisites: electronic spreadsheet literacy, and either admission to graduate program in business or permission of director. Concepts and terminology of financial and managerial accounting and information systems. Transaction processing systems and planning and control systems integrated with data capture, data classification, information storage and organization, information access and display/reporting. Lecture.

MBA 203. Methods of Decision Sciences (3). Prerequisites: linear functions, familiarity with PC-based micro computing and spreadsheets, and either admission to the graduate business program or permission of director. Statistical concepts, inferential statistical methods, management science techniques. Descriptive statistics; discrete random variables; expected value decision theory; continuous distributions; sampling distributions; estimation; hypothesis testing; analysis of variance; linear regression and correlation; chi-square tests; time series analysis and forecasting; simulation. Lecture.

MBA 204. Global Environment of Business (3). Prerequisites: admission to the graduate business program or permission of director. Introduction to global business environment. Cultural, economic, political, and legal systems. Advances in global trade, marketing, production, accounting, taxation, financial and payment systems. Impact of technological advances, multinational corporations, and nation-states on the performance and competitiveness of businesses. Lecture and case. Lecture.

MBA 205. Production and Operations Management (3). Prerequisites: MBA 203 or concurrently, admission to the program or permission of director. Production and operations systems; product development; process selection; facility location and design; transportation management; method analysis; job design; work measurement; planning and control; project management; inventory control; just-in-time philosophy; total quality management. Lecture.

 

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Group II—Core (MBA 210-215)

Group II courses develop the key managerial and professional skills expected of an MBA candidate. (Click on course for catalog description). All Group II courses are required.

MBA 210. Leadership and Organizational Behavior (3) (Required). A seminar that examines management functions and behavioral processes as they relate to complex problems in today's dynamic organizations. Special emphasis on leadership, organizational change, and motivational issues. Lectures, discussions, case studies, and experiential exercises.

MBA 211. Management Information Systems (3) (Required). Prerequisites: MBA 200 and 201. Management and technical aspects of computer-based information systems. Emphasis is on issues for non-IS managers in the areas of inter- and intra-organizational systems; system development, acquisition, and implementation; software, hardware, and data resource management and control. (Lectures, discussions, case studies, and experiential exercises.

MBA 212. Financial Management (3) (Required). Prerequisites: MBA 200, 201, and 203. Theories, concepts, and techniques in financial management; financial analysis, planning, forecasting, and working capital; risk and return analysis, valuation models, cost of capital and capital budgeting; capital structure, dividend policy and long-term financing. Special contemporary topics in financial management. Lectures, discussions, case studies, and experiential exercises.

MBA 213. Managerial Accounting (3) (Required). Prerequisites: MBA 200 and 201. In-depth consideration of several topical areas in accounting analysis related to both profit and not-for-profit organizations, with emphasis on currently controversial issues. Analysis includes budgetary planning, cost analysis, internal control and case studies. Lectures, discussions, case studies, and experiential exercises.

MBA 214. Marketing Management (3) (Required). Prerequisites: MBA 200-204; 203 or concurrently. Analysis of the concept of marketing, the marketing strategy development process at strategic business unit level, and segmentation and positioning strategies. The development of product, price, promotion, and distribution strategies. Examination of product, price, promotion, sales, and distribution management topics and issues through case analysis. Lectures, discussions, case studies, and experiential exercises.

MBA 215. Regulatory and Ethical Environment of Business (3) (Required). Prerequisites: MBA 210-214 or concurrently. Relationships among personal ethics, corporate social responsibility, and regulatory policy on business decision-making. Evaluation of business decisions, corporate goals, and regulatory statutes and process in terms of their ethical quality and adherence to sound policy. Lectures, discussions, case studies, and experiential exercises.

 

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Group III—Electives (MBA 220-274)

Group III courses allow the student to integrate the knowledge from Groups I and II and specialize in specific subject areas. Students will select three courses based on one of the following options: Agribusiness, Entrepreneurship, Finance, General Management, Human Resource Management, International Business, Finance, Management Information Systems or Marketing. Please review MBA Flow Chart for elective selection.

http://www.craig.csufresno.edu/mbae/pdf/mba_flow_chart.pdf

MBA 230. Seminar in Advanced Financial Management (3)
Prerequisite: MBA 212. An applied case-method analysis of theories, concepts, and analytical techniques of financial management, financial analysis and planning, capital budgeting, leasing, refunding, mergers and acquisitions, corporate restructuring, financial engineering, derivative securities. Lecture and cases. (Formerly BUS 244) 

MBA 231. Seminar in International Finance (3) 
Prerequisite: MBA 212. An advanced study of theories and techniques in global finance and investment. The international financial system; currency markets; risks and exposure management; balance of payments; political risks; international banking and capital markets; euro currencies; portfolio and foreign direct investment. (Formerly BUS 272) 

MBA 232. Seminar in Investments and Portfolio Management (3) 
Advancement analysis of equity and fixed-income securities and mutual funds; operation of financial markets and investment environments; contemporary theories and techniques of security selection and management available to the institutional portfolio manager; and portfolio performance evaluations. Lectures and cases.

MBA 233. Seminar in Management of Financial Institutions (3) 
Prerequisite: MBA 212. Comprehensive analysis of the role of financial institutions and markets in allocating capital. Application of economic and financial analytical techniques to the managerial problems of financial institutions. Lecture and cases. (Formerly BUS 236)

MBA 234. Seminar in Options, Futures, and Other Derivatives (3)
Introduction to the use and pricing of derivative assets such as options, futures, swaps, and option-like features embedded in corporate securities. It covers mathematical concepts underlying derivative markets and contracts and basic pricing models. The use of derivatives for speculative purposes, hedging purposes, and arbitrage will be discussed. Lecture and cases.

MBA 235. Urban Economics with UrbanPlan (3 units)                            Prerequisites: current MBA student or by permission from the instructor.  Covers the fundamentals of real estate analysis at a graduate level.  Developed around the Urban Land Institute's UrbanPlan project. (Formally MBA 289T)

MBA 240. Managing Human Capital - Applications of 
Human Resource Management Theory to Practice (3)

Analysis of theories and application of the major human resource management functions that affect managerial decisions. Particular emphasis on strategy, program evaluation, legal issues, employee and labor relations, and managing human resources in a global environment. Lecture and cases.

MBA 241. Seminar in Comparative Human Resource and Industrial Relations Systems. (3)                                                                                                     Analysis of human resource and industrial relations practices of transnational and multinational corporations operating in the global environment.  Particular emphasis on the emergence, evaluation, structures, functions and challenges of labor movements in developed and less developed countries.  Lecture and cases.

MBA 242. Seminar in Human Resource Planning, Recruitment, and Selection (3)
Prerequisite: MBA 240. Analysis of theories/techniques for "getting the right people into the right jobs at the right time." Specifically, recruiting, selecting, and placing employees to meet strategic goals , while developing/maintaining a diverse workforce, addressing legal issues, and staffing in an evolving environment. Lecture and cases.

MBA 243. Seminar in Training, Compensation, and Performance Appraisal (3)
Prerequisite: MBA 240. Analysis of the behavioral, social, legal, and economic issues involved in designing, administering , and evaluating effective orientation and training programs, employee compensation programs, and employee performance management systems to maintain a qualified and motivated workforce. Lecture and cases.

MBA 244. Seminar in Applications of Technology 
in Human Resource Management (1-2)

Analysis of the use and implications of technology in human resource management. Topics include human resource information systems, employee monitoring and telecommuting.

MBA 245. Seminar in Negotiation and Conflict Resolution Topics (3)
Analysis of resolving conflicts in the workplace. Addresses the behavior of individuals, groups, and organizations in the context of organizational conflict. Topics include negotiation, dispute resolution systems in the workplace, and employee relations.

MBA 246. Seminar in Workforce Issues 
(1-2; max total 3 if no topic repeated)

Analysis of special topics as they relate to the current workforce such as empowered work teams, virtual teams, changing demographics, and the human resource professional acting as a change agent.

MBA 247. The Context of Human Resource Management
(1-2; max total 3 if no topic repeated)

Analysis of current human resource management trends, including workplace safety, ergonomics/workplace design, and genetic testing.

MBA 250. Seminar in End User Computing (3) 
Prerequisite or concurrent MBA 211. Use of database and geographic information systems in the analysis and solution of business problems; management of end-user computing; innovative application of cutting-edge technologies.

MBA 251. Seminar in Information Systems in a Global Environment (3) 
Analysis of systems through study and application of systems theory; special emphasis on information systems. Application of systems theory in national and international environments; lecture and case analysis.

MBA 252. Seminar in Information Systems Management (3) 
Prerequisite: MBA 211. Study of information systems management from the viewpoint of the chief information officer. Study of the strategic and innovative use of technology and the managerial, political, legal, ethical, financial, and behavioral issues involved in managing the IS function.

MBA 253. Seminar in Information Technology (3) 
In-depth analysis of a selected information technology with application to business problem solving and decision making. Topics from database; telecommunications; decision support systems; expert systems; artificial intelligence. Lecture and cases. 

MBA 260. Seminar in Market Research and Analysis (3)
Prerequisite: MBA 214. Traditional as well as hi-tech research methodology. Research project management from conception of research ideas and design to data analyses and presentation of findings. Blending art and science of research, qualitative and statistical interpretations, and leveraging the information in decision-making. 

MBA 261. Seminar in Global Marketing and E-Business (3)
Prerequisite: MBA 214. Analysis of problems of product design, channel structure, promotion, and inter-organization cooperation and control in international marketing. Negotiation, bargaining, and contracting across national boundaries. Special emphasis on the importance of logistics in generating customer satisfaction in both domestic and international markets.

MBA 262. Strategic Market Planning (3)
Prerequisite: MBA 214 or permission of instructor. Strategic market planning and decision making in both start-up and existing businesses. Emphasis on detailed planning, clear strategy articulation, and good marketing plan preparation. Actual consulting projects and/or case analysis.

MBA 263. Seminar in "X" Marketing (3)
Prerequisites: MBA 214. With approval of instructor, students select a current hot topic in marketing and prepare a major investigative paper and presentation for professional critique. Example topics include relationship marketing, e-marketing, societal marketing, green marketing, nonprofit marketing, and database marketing.

MBA 264. E-Marketing (3)
Prerequisite: MBA 214. Examines the impact of the Internet on marketing processes and the marketing mix. Emphasis on the Internet as a content, communication, and distribution resource. Role of customer service, fulfillment, and customer relationship management in achieving long run customer satisfaction.

MBA 270. Seminar in Business Ventures (3)
Overview of the entrepreneurial process beginning with the initial idea through start-up, growth, and harvesting the business. Using the business plan as a primary learning vehicle, students learn to manage all elements of a business in the entrepreneurial context. Course is team-taught.

MBA 272. Seminar in New Venture Management (3)
Prerequisite: MBA 270 or permission of professor. Study of the management and growth of a new firm. Skill and knowledge building through case analysis, interaction with community entrepreneurs, and readings. Students are encouraged to do an internship with an entrepreneurial firm while enrolled in the course. Course is team-taught.

MBA 273. New Venture Creation (3) 
Prerequisite: MBA 270, MBA 272, or permission of instructor. Through team projects emphasizing real world experience, this course covers the process by which business ideas are developed, screened, and tested. Topics include business idea generation, techniques for screening ideas, the development of product and business concepts, prototype development, and feasibility analysis. This course is team taught.

MBA 274. New Venture Launch (3) 
Prerequisite: MBA 270, MBA 272, and MBA 273, or permission of instructor. Through team projects emphasizing teal world experience and hands-on instruction, this course provides an understanding of the process of starting-up, growing and harvesting a new business. Case analysis, and a heavy emphasis on practical exercises. This course is team taught.

MBA 279. Seminar in Business Policy and Strategy (3) 
Prerequisite: completion of Group II or concurrently. Evolution of strategic management, globalization of strategy, role of multinationals, competitive advantage strategy formulation; implementation; control issues; role of top and middle management; ethics; and culture.

MBA 281. International Business (3)                                                         Examination of current topics related to international business.  Areas of study include, but are not limited to, international marketing, finance, logistics, regulatory environments, trade including import/export concerns, the transition of economies, and relevant political environments.  Lecture and cases.

MBA 289T. Seminar in Business Topics (1-3; max total 3 if no topic repeated)
Prerequisite: completion of 9 units of 200-level courses. Theory and developments in accounting, administration and organization, business education, communication, consumer economics, finance, industrial and regional studies, real estate and urban economics, information systems, decision sciences, resource economics, risk and insurance, or transportation.

MBA 290. Independent Study (1-3; max total 6) 
Prerequisite: advanced to candidacy; permission of director and instructor. Approved for RP grading.

MBA 292. Readings in Business (2-3; max total 3; not repeatable for credit) 
Prerequisite: Advanced to Candidacy; permission of director. Approved for RP grading.

MBA 295. Internship (1-3; max total 3)
Prerequisite: permission of the internship coordinator and the graduate program director. Requires at least 150 hours of work at a prequalified, academically related work site. Final report and presentation of findings also required. Only one internship may count toward the Group III requirements.

 

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Culminating Experience

Students must complete a “culminating experience” for their MBA that can either be a team or individual management project (MBA 298) or a thesis (MBA 299). Students who choose to take the MBA Team Consulting Project or the individual project (MBA 298) must take one additional elective. Students who choose the thesis (MBA 298) must take a course in research methodology (MBA 216 or equivalent).

MBA 298. Management Project (3) Prerequisites: MBA 216, Advanced to Candidacy, and permission of director. See Criteria for Thesis and Project. Examination of the work and problems general managers of business units face as chief strategists and organization builders. Independent analysis of an operating industry, business, or a principals functional area of an organization. Case studies and field research project. Approved for SP grading.

MBA 299. Thesis (3) Prerequisites: MBA 216, Advanced to Candidacy, and permission of director. See Criteria for Thesis and Project. Preparation, completion, and submission of an acceptable thesis for the master's degree. Approved for SP grading.

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