The master of management (MM) degree prepares individuals to excel in management and leadership of people in the corporate, nonprofit, and governmental sectors. Not only will you study foundational business topics—including ethics, accounting, economics, and marketing—you will also develop the skills and strategies to manage complex organizational issues, lead strong teams, and advance the mission and success of your organization.
The MM is a 36-semester-hour degree, requiring 13 core courses and five electives. Each graduate course is two semester hours. You can complete the degree in just 21 months, but the average time for this program is two-and-a-half years.
Elective courses for all graduate business and nonprofit degrees can be chosen from the wide range of courses available in the School of Business and Nonprofit Management. The core courses listed below cannot count as electives. You may be able to complete a graduate business or nonprofit certificate through your elective credit.
SBNM 5010 – Organizational Behavior and Ethics
SBNM 5011 – Ethical Leadership
This course examines the importance of ethical decision making and relates existing theory and research to an understanding and explanation of human behavior within organizations. The course covers basic concepts: foundations of individual behavior; perception and individual decision-making; values, attitudes, and job satisfaction; basic motivation concepts and application. Also studied are foundations of group behavior, understanding work teams, communication, leadership, power, and politics. Ethical dilemmas are studied within the context of the behavior of individuals and groups.
SBNM 5030 – Principles of Human Resources
This course will explore modern business leadership. The leader, followers, and the situation will be studied individually, as well as techniques of achieving congruence between these potentially diverse components. Opportunities will be provided for students to assess their individual leadership styles and the appropriateness of those styles given the other components of leadership in their situation. This course expands on basic concepts: foundations of organization structure; technology, work design, and stress; human resource policies and practices; organizational culture; and organizational change and development. Ethical and social responsibility issues are studied from the viewpoint of the organization as a whole.
SBNM 5040 – Managing Diversity and Conflict
This course examines current theory and practice as it applies to the management of human resources within organizations. Contemporary human resource management issues pertaining to cultural diversity will be stressed throughout the course. Specific focus is given on the effects of organizational mission and culture on human resource management. The processes of recruitment and selection, training and development, performance evaluation, compensation and motivation, and legal influences are examined. The course takes the viewpoint of human resource management as a key responsibility of every manager within the organization.
SBNM 5041 – Negotiation and Influence
The modern organization is diverse with respect to gender, race, age, and cultural background. This course addresses the significance of this diversity and the need to understand and manage it. This course also provides a broad survey of approaches to analyzing and managing conflict. A variety of topics will be covered, including identifying the origins of organizational conflict, how to diagnose and prevent conflict, understanding the dynamics of conflict, and the appropriate role of effective leadership styles in resolving conflict. The relationship between organizational structure and conflict, resistance to change in organizations, factors leading to the escalation of conflict, and conflict resolution techniques will be examined.
SBNM 5110 – Financial Accounting
Managers need a conceptual framework in which to explore competitive and cooperative aspects of business situations and the crucial role played by negotiations in alleviating conflict. Negotiation is a fact of daily life and skilled managers must develop the power to ethically persuade others of the right course of action. The development and use of power to influence others will be covered as well as specific negotiating tactics. Students will be afforded opportunities for actual negotiating experiences that will help them become better negotiators, attain improved resolutions for disputes, and reach more mutually beneficial agreements.
SBNM 5210 – Macroeconomics
Financial accounting develops the ability to read and analyze a corporate financial statement. The course is oriented toward the user of financial accounting data and emphasizes the reconstruction of economic events from published accounting reports. It presents the accounting model, reviews accounting standards used for financial reporting, and considers their impact on managerial decisions. The role of accounting in planning, decision making, control, and performance evaluation is the managerial focus of this course. An examination of the ethical issues encountered when making accounting decisions is undertaken throughout the course.
SBNM 5310 – Managerial Finance
This course studies the determinants of aggregate demand and aggregate supply, causes of economic recessions and recoveries, government policies that foster stability and growth, processes leading to inflation, the effect of inflationary expectations on interest rates and labor markets, and the effect of central bank policies on the value of the dollar. The course deals with the equilibrium level of employment and output, the differential impact of temporary and permanent changes in policy on the equilibrium values of macro variables, the distinction between policy actions and rules, and the connection between fiscal and monetary policy.
SBNM 5311 – Financial Decision Making
This course covers the foundations of finance with applications in investments and business financial management. Topics include the valuation of financial assets and liabilities, determination of present value of cash flows, relationship between risk and return, and characteristics of equilibrium in efficient capital markets. This course describes the financial environment in which business operates, the sources and forms of external financing, and changes in financial market conditions. It includes the study of investment decisions, the estimation of financing needs, and the choice among financing alternatives, so that skills can be developed in bringing analysis, information, and judgment to bear on such decisions. This course also provides a survey of various types of financial assets such as stocks, bonds, and options. The role of ethical behavior is incorporated into the study of financial markets, as well as in financial management. Financial models will be solved using microcomputers throughout the course.
SBNM 5610 – Marketing Analysis and Consumer Behavior
This course covers the theory and practice of corporate finance, especially the application of financial theory to solve practical problems. Topics include the investment, or capital budgeting decision and the financing decision. This course also assists the financial manager in deciding how much to invest, what assets to invest in, and how to raise the necessary cash. It includes the study of dividend policy, debt policy, risk management, and alternative forms of debt. This course covers financial planning, channels for short-term borrowing, the management of liquid assets, and the management of accounts receivable. The role of ethical behavior is incorporated into the study of financial markets, as well as in financial management. Financial models will be solved using personal computers throughout the course.
SBNM 5611 – Advanced Marketing Management
This course introduces the substantive and procedural aspects of marketing, sharpens skills for critical analytical thinking, and promotes effective communication. Basic concepts examined include marketing in a changing world; creating customer value and satisfaction; strategic planning and the marketing process; the marketing environment; marketing research and information systems; consumer markets and consumer buyer behavior; business markets and business buyer behavior; measuring and forecasting demand; market segmentation, targeting, and positioning for competitive advantage. Ethical concerns for the use and potential abuse of market research data are woven into the course.
SBNM 5990 – Change Management
This course builds upon the foundations established in the introductory course. The course introduces a rigorous analytical process for marketing decision making including designing products, brands, packaging, and services; designing new products and product life-cycle strategies; pricing considerations, approaches, and strategies; distribution channels and logistics management; retailing and wholesaling; marketing communication strategy; advertising, sales promotion, and public relations; creating competitive advantage through competitor analysis and competitive marketing strategies; the global marketplace; social responsibility and marketing ethics. Throughout, there is an emphasis on the formulation and implementation of effective, efficient, and ethical marketing programs for businesses and the nonprofit sector.
SBNM 5991 – Ethical Strategic Management
The single constant in today's world is change. This course addresses the application of leadership and management skills to handle change. The nature of change affecting the modern organization will be explored, as well as individual and social responses to change. The course will explore forces that act as stimulants to change and identify sources of individual and organizational resistance to change. Techniques for overcoming the resistance to change and the characteristics of learning organizations will be examined, as will organizational development techniques for bringing about change.
This course will emphasize application of leadership skills to strategic management. Emphasis will be placed on providing leadership to develop strategies that will maintain the organization's congruence with its environment; economic, socio/cultural, political/legal, and technological. The course systematically focuses on the general manager's task in the context of an overall set of elements that include establishing the mission and strategy; delineating targets, rewards, and reviews; fostering the working environment's culture, values, and norms'; developing people and skills; structuring the organization; allocating human and financial resources; and negotiating with important stakeholders.