The Master of Management Program Objectives / Learning Outcomes:

• Demonstrate ethical decision-making within the organization.
• Demonstrate management competence within the cross cultural and/or global
  organization.
• Synthesize the theories and practices presented in the program in order to develop
  solutions for specific managerial situations found within the organizational environment.
• Demonstrate the knowledge to provide the necessary technologies and other tools which
  are available so the organization can deliver results within budget and on schedule.
• Show competency in identifying conflicts within the organization and the ability to
  resolve them efficiently.

The MM program requires 48 Quarter units (12 courses) of coursework, which includes a
Capstone course. To continue in the program, a student must maintain a cumulative GPA of 2.5
on a 4.0 scale. To graduate from the program, a student must achieve a cumulative GPA of 3.0
on a 4.0 scale.

BUS 633 Ethical Issues in Business
CL 611 Leading Through Crisis, Conflict and Change
HRM 622 Human Resources Management
MGT 610 Entrepreneurship and Innovation
MGT 612 Leadership in Management
MGT 620 Nonprofit Management: Theory and Application
MGT 622 Financial Decision Making
MGT 651 Organizational Management
MGT 661 Operations Management
MGT 679 Marketing and Strategic Planning
MGT 682 Critical Thinking and Decision Making
MGT 699 Capstone

BUS 633 – Ethical Issues in Business

The course provides the student with information on the legal and ethical challenges found in
today’s business environment. The course explores the global, organizational, and personal
factors in making legal and ethical decisions. It includes an introduction to the western legal system and its effect on current business entities and practices. Also explored are current issues and trends in the ethical dealings of the business environment. Students are given the opportunity to explore their own company’s legal and ethical dilemmas.

CL 611 – Leading Through Crisis, Conflict and Change

This course is an investigation into the dynamics of crisis, conflict, and change, and how to
address these realities in lay and Christian organizations. Student will study change leaders
who have navigated crisis, conflict and change and brought their companies from the brink of
disaster to success.

HRM 622 – Human Resources Management 

The Strategic Human Resources Management course focuses on the key issues faced by HR professionals. The course seeks to align the strategic mindset of the organization with the functions of human resources management (HRM) as it explores the business, the strategy, and the challenges faced in HRM. In addition, the course will explore the skill needed by an HR leader as they lead a department that becomes a strategic partner in the overall organizational strategy. Students will understand the need for HRM planning and how to prepare a plan that is of strategic importance as well as learn how to manage change in an ever-changing environment.

MGT 610 – Entrepreneurship and Innovation

This course explores entrepreneurship and innovation as it relates to the leadership of an
organization and analyzes the entrepreneurial mind in both an individual and the organizational
environment. This course follows the developmental cycle of an entrepreneurial organization or
organizational unit, including the stages of resource development, launching, managing growth
and evaluating progress. Students will learn to develop approaches to problem solving,
applicable to organizational responsibilities and personal growth.

MGT 612 – Leadership in Management

The course provides students with the background knowledge and guidelines that will enable
them to analyze their organizational environment and develop effective leadership
communication strategies. Students will acquire skills to identify and analyze unique needs in lay
and Christian organizations; and develop and apply appropriate communication strategies. Oral
and written communications skills are covered at five levels: intra-personal, interpersonal, group,
organizational, and intercultural. Concepts from several academic disciplines, along with actual
managerial examples from a variety of organizations and iconic business leaders, are examined.
The course includes current topics in ethics, diversity, job stress, and technological advances and
how these topics affect organizations.

MGT 620 – Nonprofit Management: Theory and Application

This is a course about the nonprofit sector, the unique socio-political philosophy that has led to
its development, and its current status and dimensions. This course will cover some of the special
management and leadership issues facing nonprofit organizations. Because of the unique status
of nonprofit organizations, leadership is perhaps the most critical of all the topics. Of paramount
importance are issues of who leads and how leadership, decision-making, and other executive
functions are exercised in the nonprofit sector.

MGT 622 – Financial Decision-Making

This course is designed to allow individuals who do not prepare accounting and financial
documents to understand and use these documents as tools in effective managerial decision
making, control and planning. Topics include purposes of financial statements, analysis of
financial statements, using basic accounting concepts, budgeting, and financial accountability in an
organization.

MGT 651 – Organizational Management

The course provides the student with an overview of the paradigms in organizational group
dynamics and human resources management in organizations. It will explore the way in which
humans act and organize themselves into groups; the “norms” that are utilized by organizations;
and the forces leaders exert upon those organizations. Students will gain an understanding of the
processes required to make effective use of people and resources on a project. Designed to create
an understanding of the interactive forces that affect and influence organizations, techniques are
covered related to interfacing with project stakeholders, designing effective organizational
structures, dealing with conflict on projects, fostering communication, and managing stress.
Practical self-assessment exercises are used to determine learners’ communication, conflict
resolution, and leadership styles, in addition to power orientation, personality type, and
motivations to manage.

MGT 661 – Operations Management

This course exposes students to the core concepts and tools of operations management. These
concepts and tools will be presented in a manner that will allow students to understand the
fundamental importance of coordinated operational activities. The class will examine how to
effectively integrate operations across all functional areas of the organization in delivering the
combination of service and manufactured value required to satisfy customers. The course also
will emphasize the importance of adding value and customer satisfaction to the long-term
viability of both for-profit and nonprofit organizations.

MGT 679 – Marketing and Strategic Planning

This course provides an overview of marketing’s role in connecting businesses to other
businesses. The course covers basic business management topics, as well as best practices in
market relationship management, supply chain management, and strategy development. Cases
are used throughout the course to illustrate various concepts and issues in marketing and strategic
planning, including anticipating looming disruptions in business flow; mobilizing resources to
manage change efficiently; and the impact of globalization on business. Emphasis is placed on
long-term planning and strategic vision of the organization and the role of marketing within these
areas. As students complete a detailed case analysis, they will learn to develop a business
strategy, which includes concepts and tools such as macro environmental scanning, industry and
competitive analysis, SWOT analysis, identification of critical success factors and driving forces,
and development of strategic alternatives and recommendations.

MGT 682 – Critical Thinking and Decision Making

This course provides the tools and skills students need to examine and fully develop their
analytical skills. It explores the critical thinking and decision-making process, while providing students with concrete skills that help them identify and solve organizational problems, and enhance their strategic thinking and decision-making abilities. Topics include problem identification, critical thinking, problem solving, decision-making, and ethical implications.

MGT 699 – Capstone

The capstone business class focuses on the formulation, implementation and evaluation of
organizational policy and strategy from the perspective of the senior manager/strategy planner.
Consideration is also given to information technology, global operations, ethics, legal
perspectives and the functional-level strategies of the organization. An integrative approach uses
the case method to explore executive decision-making in the global marketplace.