Master of Business Administration (MBA)

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Purpose: Strategic Leadership and Management is the first or second course MBA students take in the NECB MBA program. Drawing mainly from the fields of Psychology, Business, and Management, this course is designed to expose students to foundational theories, conceptual frameworks, methodologies, and business strategies they will use throughout the MBA program. Based on the premise that leadership and management skills can be learned, students will examine learning theory as a means of becoming more aware of their own leadership learning styles, as well as applying learning models to improve leadership and management skills in others. Students will identify and apply strategic models to analyze business problems, formulate strategic solutions, and make sound decisions.
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Purpose: This is the first or second course which MBA and MSF students take in the graduate program. It provides an applied approach to the use of quantitative models in managerial decision analysis. The course focuses on data collection, testing, analysis, and presentation of research findings. Upon completion of the course, students should be able to utilize statistical data in decision making, apply regression analysis techniques, demonstrate the ability to perform hypothesis testing, and build statistical models using Excel spreadsheets. A mid-level working knowledge of Microsoft Excel is necessary to successfully complete the course.
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Purpose: Managerial Accounting at the graduate level offers real world tools for decision making within the context of organizational strategy. Effective tools are linked with management concepts such as strategic position analysis, value chain analyses, and effects on decisions of how a business competes in the marketplace. Both financial and non-financial information is integrated for better strategic, organizational and operational decisions.

The course objective is to offer today's managers effective tools to use comparatively when considering alternative strategies and making decisions. This is the insider's perspective to keeping an entity competitive. Traditional cost behavior concepts, cost-volume-profit (CVP) analysis, and product costing are updated with real world examples and decision cases. New measures for relevant costs and reflective performance reports are prepared with reporting alternatives by segment, with transfer pricing and ending with an overall balanced scorecard. In this era of global competition, continuous improvement, process reengineering and employee empowerment, decision makers at all levels within the organization can benefit from special tools. Ethical dilemmas within the context of measurement and decision situations also receive extensive coverage. This experience will provide valuable references for comparative decision making on multiple levels, well into the future of your organization.
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Purpose: This course is designed to provide insight into business ethics and human dynamics in modern organizations. What do managers need to know about organizations and people within organizations? This class will develop an understanding of the key issues managers need to master in order to manage the interface between people and organizations. The course begins with a focus on the individual within the organization, including topics of attitudes, motives, and personality. The course then progresses to a broader focus on groups in organization, decision making, and the dynamics of change in organizations as a whole. The theme of ethics and organizational behavior is woven throughout the course and emphasized in the final week.
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Purpose: This course introduces the various information and communications technologies. Students will research and practice using modern productivity applications. Students will examine how information systems are used to solve problems and make better business decisions and apply these concepts to analyze business cases.
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Purpose: The role of strategic marketing management is to help companies better understand customer preferences, link that knowledge to designing appropriate products and services for selected customers, and determine appropriate methods to communicate, to capture, and to deliver value. Successful firms are those that pursue objectives, employ resources, and invest in the future of an organization to consistently satisfy the needs of customers better than competitors. These ideas apply to both for-profit and not-for-profit organizations.
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Purpose: This course introduces the fundamental concepts of economic principles behind supply and demand, opportunity costs and market price and apply them to decisions made by businesses. The course focuses on on three key topics. They include production and cost theory, market structure and pricing, and game theory and conducts microeconomic analysis, which deals with models of economic behavior of the consumer and the firm, and provides a basic understanding of firm and industry behavior that serves as a basis for business decision making.
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Purpose: Business activities must adhere to a set of rules that govern its operation. The rules can come from constitutional, statutory, administrative, or case law. This course will explore example of these rules, how laws and regulations affect business, and areas that have emerged to cause legal issues in the business environment.
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Purpose: Operations Management encompasses the methods and practices used to systematically plan, design and execute the processes necessary to deliver services or produce tangible goods. Within the study of Operations Management there are a range of procedures and ancillary systems (i.e. purchasing, project management, training) necessary to manufacture materials or deliver services whether in the for profit or non-profit sectors.

This course presents an overview of operations management from manufacturing and service delivery perspectives and looks back at the origins of the function as well as reviewing current best practices including operations and sustainability.
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Purpose: This is the first or second course which MSF students take, and one of the 12 core courses that MBA students take, as part of their respective graduate programs. This course deals with managing business funds and planning their use to accomplish organizational objectives. The primary objective of this course is to introduce the fundamental skills required to manage the financial aspects of a business as well as create and maintain organizational value. The main topics include: time value of money; financial statement analysis; valuation concepts; Weighted Average Cost of Capital (WACC); capital budgeting techniques; uncertainty & trade-off between risk and return; and the Security Market Line (SML). A basic working knowledge of a financial calculator and/or Microsoft Excel is necessary to successfully complete the course.
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This course examines the inner workings of International Business from a strategic point of view. It includes the various challenges of operating in a global environment, including cultural, economic, operational, and legal aspects. It also reviews the concepts of global expansion, political complications, legal compliance, and ethical behavior. Students will explore the internal process of global business expansion, and apply strategic paradigms to analyze, develop, and propose a comprehensive course of action.

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The goal of the course is to have the MBA students demonstrate a broad mastery of the knowledge and skills gained throughout the program. The class is a combination of a traditional class and a workshop. The workshop aspect includes participation in a simulation in which teams of students craft an overall strategy and select tactics to build a successful, focused organization. With each simulation, participants work in teams, competing against each other or the computer, as they guide their companies through 6 years of competition in an evolving market. Each year, or round, students analyze performance data from the year before and make strategic decisions designed to move their company towards success which requires them to look at an important business issue through a management, marketing, financial and global lens. The workshop closes with shareholder debrief presentation and peer review. The class closes with a reflection paper.