This course develops an understanding of human behavior in changing organizations and the managerial awareness, tools and methods that increase effectiveness. The course explores principles and theories about individuals and groups at work, motivation and interactive drives and processes for satisfying needs, organization strategies for effectively utilizing people and creating the environment to achieve goals of people and companies. The course also examines ethical issues and the rational integration of ethical thinking and decision-making in competitive organizations. New models of teams, organization structure and organizational development practices are studied as the product of today's transforming organizations.

This course examines the importance of ethical leadership and decision-making to the success of high performance organizations. Ethical issues are examined from a variety of perspectives, analyzed utilizing multiple ethical issue typologies, and possible outcomes determined through the application of a number of decision-making formats. Frameworks for ethics and leadership are assessed and interpreted in light of the leadership behaviors in a number of ethically challenging situations. Finally, students will assess their own ethical leadership views and generate leadership development plans.

This course examines current theory and practice as it applies to the management of human resources within organizations. 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.

This course provides an understanding of the essential elements of human resource planning processes in organizations and the implementation of those processes within the organization's overall staffing function.

The modern organization is diverse visibly with respect to diversity gender, race, age, and cultural background and invisibly with respect to multiple aspects of diversity including personality, values, communication styles and management styles. This course addresses the significance of both visible and invisible 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 positively utilize conflict, understanding the dynamics of conflict, and the appropriate role of effective leadership styles in resolving conflict.

This course provides a conceptual framework in which to explore competitive and cooperative aspects of business situations and emphasizes the crucial role played by negotiations in accomplishing organizational objectives while enhancing relationships with key stakeholders. The development and use of power to influence others is covered as well as specific negotiating tactics. Students are afforded opportunities for actual negotiating experiences that will help them become better negotiators, attain improved resolutions for disputes, and reach more mutually beneficial agreements.

This course presents valuable tools and methods that assist with recruitment and retention of the most qualified people that are also a good fit with the organization. Exercises provide experience in selecting the right employees and in coaching and counseling for current and future performance improvement that emphasizes the capacity to provide feedback in a way that it will actually be heard. Finally the ethics of termination will be discussed together with looking when and under what circumstances termination should occur. Additionally, this course will assist with the construction of individualized career plans for each student.

This course is based on the premise that today's world increasingly depends upon collaboration for success. Teams are currently touted as the primary organizational unit in which the collaborative effort takes place. Students will investigate the arguments for and against teams and teamwork. Through exposure to theoretical knowledge and experiential learning technologies, the students will identify when teams are, and are not appropriate, as well as examine what is required to create a truly effective, high performing team.

This course assists students in becoming knowledgeable about the legal principles that affect employment law in the United States. The course examines various employment laws with which organizations must comply and the legal rights and responsibilities of employees and employers.

This course involves students in the application of compensation principles to organizational objectives. It includes the strategic use of compensation systems for attracting, motivating and retaining highly qualified employees. Both direct and indirect compensation are discussed in the context of organizations. The course offers an opportunity to develop competence in making informed and strategic compensation decisions.

This is the capstone course for the study of human resources. A final paper that integrates all human resource areas for a particular organization will be required. Quantitative as well as qualitative concepts, approaches, and techniques will be emphasized. Will include metrics for measuring outcomes and assessments as well as strategy.

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. An online test of competency in financial accounting will be required as a part of the course.

Managerial accounting takes an internal decision-oriented approach and examines the information requirements of various techniques and planning models. The course emphasizes the solution of particular types of problems and the structural evolution of costing systems for management planning and control. It covers accounting data used by managers for several purposes: product cost and income determination, routine short-run decision making, fundamental policy formation, and control of various activities of the organization. Stress is placed on the design of accounting systems aimed at encouraging ethical behavior consistent with top-management goals.

A study of the theory and practice of cost accounting. The course will focus on job cost and unit cost accounting; job order and standard costing systems; variance analysis; direct and indirect costs; and budgeting.

Continuation of a study of the theory and practice of cost accounting. The course will focus on process costing systems; problems with cost accumulation and cost allocation; capital budgeting and cost analysis.

A study of tax decisions related to various business organizations, specifically Sub Chapter C and Sub Chapter S corporations. Additionally, the course addresses tax issues for partnerships, estates, and trusts.

Given the ever-increasing, complex interdependency between international economies, this course is intended to give business and nonprofit organizational leaders an understanding of how to better manage operations in the context of supply, demand, competition, economic and trade policies in a global marketplace. The course will focus on macroeconomic topics such as gross domestic product, income and employment and combine them with absolute and comparative advantage theories that drive the continuous need for international trade. Global economic topics, such as the IS-LM model, cultural comparisons and foreign trade policy will help form the fluidity of both domestic and international business interactions from both diverse and Christian ethical perspectives.

In this course, students explore how the economic fundamentals, such as scarcity, supply and demand, business cycles, elasticity and productivity, influence the planning and behaviors of both businesses and nonprofit organizations. Real world examples are used to apply content in professional context. Additionally, attention is paid to the ethical dilemmas and moral responsibilities that accompany managing a firm.

This course combines mathematical methods with economic and business models in order to develop and provide empirical content for these models. This approach is appropriately applied in the solution of practical problems. In addition, these methods allow for a more precise analysis of relevant economic and business issues. Accurate and measurable analysis is the basis of the formulation of appropriate policy. Such policy may take the form of setting macroeconomic or microeconomic goals, or in the development and application of strategic objectives of business firms. Econometric methods and applications provide a significant basis for making more reliable economic and business decisions.

This course develops methods for the analysis of the organizational, technological, industrial, and informational structure of the business firm's competitive environment. In the process of introducing and developing applied business research methods and case studies, the competitive and strategic decisions made by firms will be assessed and evaluated. Managers must have a relevant and reliable understanding of competitive and industrial conditions, and the ability to analyze information and manage in a variety of new and changing situations. Ethical considerations and social responsibility are consistently included and explored in the process of discussing business decision making.

This course addresses the economics and finance of modern healthcare organizations. It surveys the economic, social, political and ethical forces affecting the American healthcare industry and addresses the financial management required in this environment. It begins by reviewing public and private healthcare delivery and reimbursement systems, resource allocation issues, and the impact of current payer arrangements on the financial management of healthcare. Finally, financial strategies and operations will be covered and a sample financial plan for a hypothetical healthcare organization will be developed. Ethical considerations will be interwoven throughout the course.

This course challenges students to prioritize and execute on their fiduciary responsibilities to first and foremost provide sufficient returns to investors. Course content includes projecting financial statements, creation of net present valuation models, determination of a firm's optimal capital structure, and ascertaining firm value through valuations. Particular attention is paid to the tension between the fiduciary responsibility and the ethical ramifications of focusing on shareholder returns. Case studies are used to apply content to professional context. An online test of competency in using Excel will be required as a part of the course.

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. An online test of competency in finance will be required as part of the course.

This course studies financial markets, principally equity markets, from an investment decision-making perspective. The course develops a set of conceptual frameworks and analytical tools and applies them to particular investments and investment strategies selected from a wide array of companies, securities, and institutional contexts. The focus is on adding value across the spectrum of decisions ranging from position-taking in particular securities to portfolio risk management to the oversight of professional investment managers. The course explores the competitive dynamics among investment organizations, products, and markets. The role of ethical behavior is incorporated into the study of financial markets, as well as portfolio management. Moral reasoning will be factored into portfolio management as environmental, multinational, and global issues affect it.

This course studies the planning, design, development and applications of a financial model. The focus of the course is a comprehensive, applied, project deliverable executing many financial concepts acquired earlier in the program. The skills applied include: construction of a pro forma balance sheet, income statement and cash flow statement; defining business drivers and assumptions; estimating the cost of debt; establishing an equity structure; calculating the weighted average cost of capital; assessing tax, depreciation and amortization effects; and performing enterprise valuations using the discounted cash flow and multiples techniques. The model will be used to estimate scenarios, including the capstone which involves a simulated negotiation of an acquisition opportunity.

This course provides both basic and advanced financial planning and management skills necessary in today's nonprofit organization. Successful financial planning and business development strategies will be combined to create a financial plan which achieves the goals of the organization. Included are basic principles of managerial accounting. Fund accounting, budgeting, cash flow analysis, expenditure control, long-range financial planning, audits, and grants and contracts are studied, as applied to nonprofit organizations.

Basic principles of managerial accounting, fund accounting, budgeting, cash flow analysis, expenditure control, long-range financial planning, audits, and grants and contracts are studied, as applied to nonprofit institutions.

The objective of this course is to develop quantitative and statistical thinking and problem solving skills. The topics include General Problem Solving, Elementary Probability Models, Linear Regression, Forecasting, Linear Programming, and Inventory Management Models. For each topic, there are analytical and managerial components of the weekly course activities. On the analytic side, quantitative problems must be solved using Excel. From the managerial perspective, online discussions and papers are assigned with the intent to explore and consider how these quantitative tools are used in business as well as understanding both their benefits and limitations. An online test of competency in statistics and quantitative foundations will be required as a part of the course.

This course introduces the principles of Operations and Supply Chain Management from a global perspective. The course follows the Supply Chain Operations Reference (SCOR) model that is built on six distinct business processes: Plan, Source, Make, Deliver, Return, and Enable. The focus is both managerial and analytical from a strategic perspective. There will be weekly discussions and problems to be done in Excel. Papers and case studies will also be used to support learning. The context will be as "real world" as possible with participants sharing and challenging their experiences. Each week one of these business processes is covered. The course finishes with managing the overall process.

This course introduces the systematic process, management, and analysis of program and project management. Project Management is the key method for organizing, planning, and controlling complex projects such as new product development, implementing a new company wide computer (ERP) system, to building a state of the art plant or warehouse. Topics include: project selection and definition, work breakdown structures, risk management and statistics, project life cycle, resource planning, charts and diagrams, scheduling, critical path determination, project monitoring, and management reporting. Project management software is used as a tool in developing real life mini-cases. Discussions and papers will be used to develop the managerial and organizational perspectives of Project Management.

Quality and productivity management and improvement is a critical part of long term business performance. This course addresses the history of quality, explores the differences between quality and productivity from both managerial and ethical perspectives. Total Quality Management, Six Sigma, and Business Process Reengineering used in conjunction with Enterprise Resource Planning (ERP) implementation are the best practices introduced, reviewed, and discussed. Particular attention is paid to the role of these and other quality and productivity methods in today's business environment.

This course is designed to introduce graduate students to the science of information technology. Managers use information technology not only to present and deliver information but also to solve their organizational problems. There have been many changes in this field in the past and more changes will occur in the future. Trends like increased competition, performance improvements, expanded capacity, increased capabilities of software, and the expansion of the internet, all affect managers. Modern managers need to apply their knowledge of information technology tools to solve problems and find new opportunities to improve their organization. The students will be exposed to how information technology affects the strategy, e-business, organizational structure, business processes, and resource allocation of the organization as a whole. The course will address these topics in the context of Enterprise Resource Planning systems, data management and integrity, cyber security, big data, and the people/IT interface.

This course explores critical trends and crises in the current and emerging American healthcare industry. The formation of healthcare policy in view of current trends and social concerns is explored from the perspective of the consumer, the provider and society at large. Extensive consideration is given to ethical concerns arising out of these issues.

This is a study/travel course designed to expose the student to an in-depth study of foreign culture, economy and specific businesses within that economy. Students are presented with comparative analyses of the economy and culture to be visited, and international business relationships pertaining to that economy. Students attend class sessions preparing them for the travel experience; and maintain a journal during the approximately one week of travel and visits to various institutions. The experience culminates in an analytical paper about some aspect of the experience.

This course emphasizes the importance of communication for all management functions. Based on a foundation of the traditional model of communications, a variety of modes will be explored: written, oral, non-verbal, as well as other visual modes. The process of organizing, imparting, and receiving information will be explored. Students will apply the concepts studied by preparing a variety of written and spoken communications during the course of the class and having each critiqued by colleagues and the instructor.

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.

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 in the for-profit sector.

Branding and product innovation dynamically interact and play a strategic role in marketing. Brands grow out of innovation, and innovation is the lifeblood of a brand. The challenges and opportunities of branding and the tactics and tools to create and build brand equity are addressed. Also examined are the techniques used to successfully manage the new product development (NPD) process from opportunity identification, concept generation and evaluation, product design, market testing, sales forecasting to launch. Branding and NPD principles are applied in case studies and projects.

Marketing Communications will focus upon the ever-expanding communications function within the traditional packaged goods arena, the business-to-business sector, and the nonprofit organization. Advertising, sales promotions, direct marketing, and electronic commerce will be assessed. The backdrop of these communication functions, namely the notion of the consumer culture, will be integrated into the course. Social, ethical, and economic perspectives will be incorporated as well.

This course examines how interactive technologies impact industries, redefine organizational structure and culture, and influence supply and demand. The course addresses popular e-business models and their impact on consumer behavior. The majority of the course explores how organizations can leverage e-enabled strategies across the marketing mix to achieve competitive advantage. Also addressed will be the impact of these new business models on organizational culture, emerging opportunities that may shape the future of business and marketing, and ethical issues in e-marketing.

This course focuses on developing a working knowledge of marketing as it applies to nonprofit organizations. Emphasis will be placed on developing a customer orientation, marketing planning and organization, and developing and organizing resources.

This course provides an overview of the fundamentals of church administration including aspects of church management such as: servant leadership, volunteer management, finances, fundraising, strategic planning, risk management, government regulations, legal issues, and pastoral/staff compensation and benefits.

Focusing on the interplay among the corporate, government, and nonprofit sectors, this course will address the issues and current trends in corporate social responsibility and sustainability. The triple bottom line of social, environmental, and economic results will be explored. Topics covered include: sustainability, public private partnerships, corporations' role in climate change, supply chain responsibility, stakeholder engagement, cause and social marketing, environmental responsibility, socially responsible investing, sustainability reporting, transparency, and human rights.

A foundation course examining the origins and societal role of private nonprofit organizations including their social, political, economic, cultural, and ideological importance in American society and compared against the global non-governmental sector and organizations. Major types of nonprofit organizations are studied, as well as distinguishing organizational characteristics of third-sector institutions as contrasted with business and government organizations. Current trends in the nonprofit sector and projections for the future are analyzed.

This course is designed to improve understanding of the elements, processes, and dynamics of board governance and volunteer management in nonprofit organizations. Course includes analysis of the respective roles of the board, executive director, staff and volunteers in nonprofit organizations. Focus on means and methods to enable boards and volunteers to maximize organizational effectiveness. Students will learn how to assess and improve the effectiveness of a board, the senior leadership, volunteers, and the overall governance of the organization.

This course analyzes major aspects of federal, state and local laws affecting nonprofit organizations and explores the dynamics of interdependence between nonprofit organizations, government, and the public policy process.

This course explores the historical and contemporary forces that have shaped and impact higher education administration practice, including the roles and relationships among primary actors within the organization (faculty, staff, students, board members), government policy, legal decisions, economic issues, and trends within culture and society.

Provides an overview of the organizational characteristics and processes of colleges and universities with an emphasis upon the governance structure, i.e., the process for making major policy decisions. Additionally, students will be introduced to the sources of power and influence typically found in academic organizations, along with the primary issues related to organization and governance of higher education.

The course explores characteristics of contemporary college students, the major theories of college student cognitive development and behavior, and their implications on cmapus environments, student retention, services, and professional practice. The course also examines the role of student affairs functions and leadership within the larger university.

Provides a comprehensive understanding of curricula found in higher education. The course will briefly examine the historical and philosophical foundations from which current curricular models developed. Also included will be coverage of current practices in curriculum development in colleges and universities. Specific attention will be given to the role and impact of assessment and accreditation as related to curriculum development.

This course is designed to assist students in becoming knowledgeable about the fundamentals of American law that directly and indirectly impinge on the teaching, learning, and administrative environments of higher education institutions in the both the public as well as the private sectors. There are diverse sources of law that impact American higher education in numerous ways and this course is designed to enhance student understanding and appreciation for this complexity as well as for the ethical issues which surround the application of law in the university or college setting. This course will consider legal issues within the historical context of higher education and the forces which shaped it. Specific attention will be given to the broader political, social, cultural, and economic context within which higher education was established and continues to develop today.

This course examines the role of enrollment management from multiple perspectives in an institutional context, taking a holistic approach from student inquiry through engaged alum. Using a strategic enrollment planning approach as a model, the course explores admissions policies and practice, including issues of access, diversity, and legal considerations, pricing and financial aid models and trends, data management for informed decision making, and application of best practices for student retention. The course also explores how enrollment leaders can establish a culture of student enrollment on campuses.

This course covers the fundamentals of effective resource development as they pertain to nonprofit organizations. Principles and best practices of fundraising are studied, including the fundraising process (i.e., organizational readiness, case development, donor pyramid, strategic planning, management and research). The principles that undergird effective fundraising practices will also be reviewed, including the historical, organizational, legal, ethical, and theoretical contexts of fundraising.

This course takes an in-depth look at the annual give techniques and processes by which financial resources are secured by nonprofit managers and fundraisers. Attention is given to direct mail, phonathon, email, event, and social media fundraising programs for individuals along with advances in technology and research for fundraising.

Capital campaign and major gift fundraising will be explored within the context of a broad fundraising program for nonprofit organizations. The course includes preparing, planning, managing, and implementing a capital campaign with major gift donors. Special topics will include financing the campaign, major gift solicitation, board involvement in fundraising, campaign structure, and volunteer networks.

Grant writing will be explored within the context of philanthropic and marketing programs at charitable foundations and corporations. The course will build skills in written communication with multiple opportunities to write case statements, grant proposals, cover letters, and stewardship pieces. Topics will include theory and practical application.

Planned giving will be explored within the context of the estate planning and philanthropic giving options for individuals. This course will include not only the more technical description of giving vehicles (e.g., charitable gift annuities, charitable remainder unitrusts, and charitable lead trusts) but will concentrate on the marketing and management aspects of a planned giving program.

This course examines the assessment of effectiveness against service delivery objectives. The course uses the logic model and other theoretical models to better understand the outcomes and assessment process. Case studies will highlight evaluation issues for improved organizational performance. Prerequisite: Any SBNM course. This may not be the first course in the SBNM academic program.

This course is the capstone for the MNPA and MHEA degrees. The primary objective of the course is the development of a perspective of the executive leader's job and responsibilities from a conceptual as well as operating standpoint. Within this context, elements to be studied include: governance structure and issues, establishing and reinforcing the nonprofit organization's mission and values, delineating an effective strategy, developing and using information flows to provide management control and performance and effectiveness evaluation, structuring the organization, and allocating human and financial resources. Ethical issues will be discussed throughout the course as pertaining to the nonprofit environment.

An intensive investigation of a selected topic in business, economics or nonprofit management. Extensive reading and research expected. Seminar format.

This course grants credit for practical training. Employment positions are directly related to the coursework. The internship work experience is instrumental to achieving the academic objectives of the graduate business programs and is designed to augment the classroom experience with hands-on experiences. The course may be repeated. Students will submit a term paper at the close of the course that will satisfy the academic component of the course. In the term paper, students are required to link their internship experience to their current coursework. Regular consultation with the faculty internship advisor is required during the internship period. The course is an augmentation to the graduate business programs and may not be substituted for other courses in the programs. These credits may not be used to satisfy graduation requirements. At least one semester hour of credit is required per quad or at least two semester hours of credit per semester.

This course addresses the application of leadership skills to transform organizations. The external and internal drivers of organizational change are explored and systems archetypes are utilized to analyze the root causes of organizational issues that must be dealt with in order for change initiatives to be successful.

This course covers the core foundations of both business-level and corporate-level strategy. The course is designed to introduce a wide variety of modern strategy frameworks and methodologies, including, mission, goal, strategy formulation, strategy implementation and strategy evaluation. Strategic techniques include Industry Analysis, Analysis of the Competitive Environment, and SWOT Analysis. Additional topics covered include strategic thinking, competitive advantage, vertical and horizontal integration, global/international strategy, and strategy implementation topics including organization, operations, leadership, and culture. The outcome of this class is a foundation for understanding the strategies and analytics tools needed to develop and improve a firm's competitive advantage, formulate a firm's strategy, and make quality, reasoned business decisions. Case studies are used as the primary teaching method in this course to understand the frameworks/methodologies and gain a perspective on their application.

This course brings together disciplines students have encountered during the North Park SBNM MBA program. Students develop an integrated understanding of business planning and strategy, using a computer-based management simulation (Capstone Business Simulation) to plan and test strategies in a competitive environment. Capstone is built around a complex, multi-round simulation game that requires students to integrate concepts and tools from much of the MBA curriculum. Student teams will compete in a market environment in which they will need to make financing, investment, pricing, production, product choice, channel, and marketing decisions. Supply chain relationships will require negotiations with other teams. Task allocations within teams will require effective teamwork and management. Historical data will provide a basis for modeling and statistical analysis. Additionally, attention is paid to the ethical dilemmas and moral responsibilities that accompany managing a firm. The class will culminate in presentations to a panel of judges who will evaluate each company for potential acquisition based on accumulated cash flow, future profit potential, sustainable competitive advantage, and management's leadership.

This course serves as the capstone course for the Master of Organizational Leadership and will emphasize the process of strategic leadership development (SLD) along with the application of leadership knowledge gained throughout the degree coursework and gleaned from seminal leadership literature. A common myth in strategic leadership development is that strategic leaders are primarily high-level executives. However, this course will build an understanding of the core competencies of strategic leadership that is relevant to every employee, regardless of their position in the organization. To complete their MOL degree, a capstone project will be individually crafted by each student to connect course content with personal motivations in such a way as to provide leverage for their personal & professional mission and vision. That mission and vision will be clarified early in the course.