CORE BUSINESS COURSES
MBA 501 Marketing Management
The course explores the theoretical underpinnings of the discipline of marketing in order to develop a conceptual framework to critique the practice of marketing in the early 21st century. The course utilizes extensive case analysis techniques to enhance the manager’s ability to develop and critique marketing plans in both the for-profit and nonprofit sectors.
MBA 521 Managerial Accounting
Managerial Accounting provides managers with an understanding of internal reporting of operating results, including the tools they need to interpret key financial information and improve overall performance. Management accounting plays a vital decision making role in today’s lean organization. Topics include cost concepts and applications, cost-volume-profit relationships, product costing, budgeting, and standard costing.
MBA 525 Managerial Economics
The course applies economic theories and quantitative methods to management decision making. Solutions for many important management decision problems in the areas of product selection, pricing, investment, and organization design can be found in managerial economics using relevant economic theories and quantitative methods. Topics include theory of the firm, theory of consumer demand, industrial organization, game theory, forecasting, statistical estimation, decision making under uncertainty, capital budgeting.
MBA 542 Managerial Finance
The course provides an opportunity for the manager to develop good understanding in the area of capital investment and financing. The capital investment decision allocates scarce resources to projects in the organization and involves asset valuation, capital budgeting, risk management, working capital management, and performance assessment. The financing decision chooses sources of cash to finance the investment decisions and involves capital structure, financial instruments, the risk-return trade-off, financial planning, and the cost of capital. Ethical considerations and management in the global context from a Christian worldview are integrated into these topics.
MBA 552 Human Resource Management
This course focuses on the strategic use of human resource practices to reinforce and support the core capabilities of the organization. The course reviews the functions of human resource management, organizational behaviour, and organizational theory within a business and a non-profit setting, with a special emphasis on doing business in the global marketplace. The course examines how organizations plan for, attract, retain, and manage employees for a sustained competitive advantage.
MBA 570 Information and Knowledge Management Systems
This course provides an overview and understanding of the issues involved in the strategic management of the information and knowledge assets of national, international, and transnational organizations. The course examines a broad range of issues and problems associated with information systems (IS) and knowledge management systems (KMS) and their alignment with the strategic goals of an organization. The course includes a comparative study of present theories with particular attention to the role of computer-based information and knowledge management systems in the organizational policy of a variety of business, government and other institutions.
MBA 571 Operations Management
This course considers the various operative models by which firms attempt to create value. We assume that business operations are conducted to realize the aims of the business strategy. Toward that end, students develop the skills and the thinking necessary to maximize the effectiveness of the operations. Topics include quality, production/supply chain planning, production/supply chain execution, process design, and project management. Analytical methods are introduced when appropriate. Specific consideration is given to the correct management of the service content of the firm’s products.
MBA 590, 591, 592 Christian Leadership and Ethics
This unique course consists of three modules taken during the first three residencies. The course explores a Christian perspective on business and how it impacts management and leadership of organizations. The course introduces students to cutting edge leadership theory, techniques, and tools. Topics include general leadership principles, motivation and behavioral change, decision making, vision setting, understanding group dynamics, team building, communication processes, understanding power, and conflict resolution. The course includes a self-assessment of leadership skills and focuses on Christian values and ethics in the marketplace, surveying Christian perspectives of morality as they relate to particular business leadership issues. This includes examination of ethical issues arising in the areas of corporate social responsibility, dispute resolution, employee rights, advertising and the use of information technology.
MBA 684 Business Strategy
The course focuses on competitive strategy at the corporate and business unit level. Strategy development is highly complex and this course helps students to develop skills that identify issues and properly address them. The format of the class is designed for thought and practice on the part of each student. Key topics include: learning curve, relative market share, value chain; Porter’s 5 Forces, BCG, GE, PIMS, EVA and other such concepts; mission statement, competitive positioning, SWOT and other aspects of analyzing one’s own organization; forecasting – sources of information, trends, and analysis; critically analyzing situations and persuasively presenting solutions to various audiences; ethics and corporate responsibilities; and implementation strategies.
SPECIALIZATION COURSES – NON-PROFIT AND CHARITABLE ORGANIZATION MANAGEMENT
MBA 651 The Formation and Structure of Non-Profit and Charitable Organizations
The course explores the elements of an effective start-up of a charitable organization. They include analysis of steps needed to form a charitable organization, development of a business plan, recruiting leadership, establishing a board, securing seed funding, and much more. The course also analyzes why some organizations have succeeded while others have not.
MBA 652 Management and Leadership for Non-Profit and Charitable Organizations
The course examines the unique characteristics and role of non-profit organizations in our society. From this perspective, we seek to understand the role of effective management and leadership of non-profits, with attention to factors that leaders may use to improve the effectiveness of their organizations. Through case description and theoretical analysis, students learn about major differences between managing non-profit and profit-making organizations. Student acquire skills focused on governance, financing, and general management of non-profit organizations.
MBA 653 Legal Issues for Charitable Organizations
Managers of non-profit and charitable organizations face numerous legal challenges not faced by corporate managers. The course examines a number of such legal challenges including formation of the charity, obtaining charitable status, reporting requirements, charitable governance, employment and human rights concerns including codes of conduct and lifestyle requirements, working with volunteers, and exposure to tort liability.
MBA 654 Grants, Funding, and Not-for-Profit Marketing
Securing adequate resources is a challenge for all non-profit organizations. Funding can be obtained from a variety of sources, including grants, user fees, gifts and bequests and investments. This course provides the tools for properly assessing the funding mix of an organization and developing strategies to increase revenue streams. In particular, topics such as fee setting and collection, grant writing, investment management, public relations, and donor development and relations are covered.
MBA 655 Financial Management of Non-Profit and Charitable Organizations
The practice of financial management in non-profit organizations is significantly different from that in for-profit businesses. Many of the differences stem from the difficulty of measuring and valuing outputs, and from restrictions imposed by donors and grant-making agencies. This course considers accounting, budgeting, financing, investment, and other financial management activities in non-profit organizations, including fund accounting, form and interpretation of financial statements, endowment management issues, federal and provincial regulation, measurement and evaluation of organizational performance, and control systems design. The course is ideally suited for students who expect to managenon-profit organizations or serve on non-profit boards.
Designed for working professionals, the Non-profit and charitable organization management specialization is offered in a 22-month blended format.
Core courses, required of all MBA students, are taught face-to-face in the classroom at the beautiful TWU Langley campus (one week in May and three weeks in August each year of the program). These concentrated sessions, including about 30-35 hours of classroom time per week, will be bracketed by preparation and completion work before and after you arrive on campus utilizing on-line and distance technologies. These residencies offer the value of face-to-face learning and networking with instructors and fellow professionals.
Five online, interactive courses in your area of specialization offered during the fall (September to December) and spring (January to April) semesters give you the flexibility you need to continue your career while you enhance it.
Non-profit and charitable organization management specialization begins with on-campus classes at the beginning of August each summer. The program concludes 22 months later at the end of May. The graduation ceremony for the School of Graduate Studies follows in late October or early November.
Online and in-class courses:
Core courses for all MBA students are taught face-to-face in the classroom at TWU. Classes start one week in May and three weeks in August each year of the program. These concentrated sessions include about 30-35 hours of classroom time per week and are bracketed by preparation and completion work before and after students arrive on campus utilizing on-line and distance technologies.