This course introduces students to the central concepts and terminology of accounting, often called the language of business. The course includes the financial accounting content typically found in a two-course undergraduate accounting sequence.
Provides background in quantitative methods required for advanced MBA coursework. Focuses on using mathematical and statistical reasoning and computation to solve organizational problems. Topics include the time value of money, present value, data organization, descriptive statistics, hypothesis testing, regression analysis, and business applications of algebraic expressions.
Provides concepts and best practices for leading individuals and groups toward working more effectively. Central issues include dealing with different personalities, motivating others, using people’s best abilities, and building social influence and personal power. Examines impact of management culture and organizational structure on success of individuals and teams. Attention given to strategic and political dimensions of leadership in organizations.
Along with MBA 602, this course provides perspectives and tools to enhance managerial problem solving. Focuses on understanding the economic context in which organizations function and economic decision tools for bettering firm performance. Consequently, the course uses macroeconomic variables (such as national income and productivity, money and banking, and the economic role of government) to inform microeconomic choices organizations must make to enhance their own success (such as cost determination, pricing, risk analysis). Prerequisites: MBA 510 and MBA 520
Along with MBA 601, this course provides perspectives and tools to enhance managerial problem solving. Focuses on understanding the social and operational variables pertinent to making effective choices. Topics include social responsibility, organizational misbehavior, applications of moral philosophies, framing, improving creativity, hypothesis testing, utility analysis, and other quantitative and qualitative decision methods.
Examines using accounting data to make management decisions. Students learn how accounting information is used to plan and control operations. Volume cost-profit analysis, cost estimation, short and long-term financial decisions are studied from a managerial perspective. Prerequisite: MBA 510 and 520
Covers basic principles of financial valuation and analysis. Topics include financial statement analysis, working capital management, long-term financing decisions, and capital structure and dividend policy. Prerequisites: MBA 510 and MBA 520
Employs a case study approach for applying marketing principles to marketing management and strategy. Quantitative and qualitative approaches involve situation analysis, market analysis and targeting, strategic applications and marketing planning.
Provides a strategic perspective on using human resources to increase firm success while improving employee well being. Topics include recruitment, professional development, compensation and benefits, evaluation, and termination. Particular attention given to implications of HR procedures for employee performance. Prerequisite: MBA 600
Examines concepts and practices unique to non-governmental and not-for-profit entities. Topics include organization and functions, fund accounting, financial reporting, budgeting, accounting principles and standards for NPOs, financial controls, auditing, and tax issues. Accounting concentration students only.
The Operations Management course provides students with management skills for planning, coordinating, and controlling the people and technology used to provide goods and services. It studies the production of goods and provision of services by an organization to meet the needs of its customers. The course examines operations strategy, quality management, scheduling, supply chain management, project management, and facilities design in a wide variety of industries. Prerequisites: MBA 520 or equivalent.
Looks at the challenges of establishing, owning, and managing a small business. Students learn methods of identifying new business opportunities; planning for and organizing a business; marketing its goods and/or services; financial planning and control. Prerequisite: MBA 610, 611, and 612
Provides knowledge of business law needed to make informed and effective business decisions. Emphasis on legal issues important to managers for identifying and controlling risk. Topics include contracts, torts, the Uniform Commercial Code, creditor-debtor relationships, real property, and business entities.
Deals with productively managing conflicts to help build effective teams within and among organizations. Focuses on tactics, strategy, process, and methods of managerial negotiations with individuals and groups to optimize performance. Prerequisites: MBA 600 and MBA 602.
Provides an overview of strategic decisions facing international firms and relevant variables in their decision-making. Particular attention paid to management and environmental settings of multinational enterprises, including organizational, political, social, and cultural dynamics affecting business function.
Provides skills for choosing effective strategies and tools for information management. The course uses a “hands-on” approach to defining, analyzing, and solving day-to-day management problems using information technology. Topics include hardware, software, system analysis, information systems, and databases.
Examines marketing challenges faced by organizations providing services, and strategies to enhance their marketing success. Particular attention paid to public sector and not-for-profit organizations. Focus includes positioning services for appropriate markets and managing the service delivery process.
Focuses on management of not-for-profit enterprises under circumstances of increasing competition for funding and greater pressure to show efficiency and effectiveness. Uses case studies to examine issues of organizational structure and development, governance, board relations, management of volunteers, strategic alliances, capacity building, and functional leadership.
This course introduces students to the application of entrepreneurship to the advancement of social change within organizations that have a double bottom line: creating tangible social value as well as financial return. Students will use cases and examination of live organizations to develop knowledge of the strategies for and challenges of creating sustainable and successful social ventures. Issues including start-up, funding, organizing, growing, and assessing a social enterprise will be explored.
This course is designed to help not-for-profit managers learn how to engage the public sector effectively. Through applied research and case study, students will acquire a wide range of knowledge and action skills in such diverse areas as improving performance through organizational change; the budget process; identifying and pursuing funding opportunities; and how the federal or local government’s public policy and fiscal decisions affect not-for-profit organizations’ strategic goals and operations. Particular attention is given to state and local governmental operations in Hawai‘i.
Examines financial management of organizations through analyzing current financial problems and decision-making in business. Issues include management of cash, receivables in inventories, long- and short-term investment alternatives and capital sources, capital budgeting, return on investment, and risk management. Formulating, implementing, and communicating financial strategies stressed. Prerequisites: MBA 510 and MBA 611
Provides a comprehensive overview of investment management and analytic tools for evaluating investment opportunities. Topics include analysis and valuation of equity securities, fixed income securities and financial derivatives, measurement of risk and return, construction of optimal asset portfolios, and criteria for evaluation of investment performance. Prerequisite: MBA 611
Provides a framework for making corporate financial decisions in an international context. Topics include managing foreign currency exposure, global financing, multi-national capital budgeting decisions, hedging instruments, international sources and cost of capital, trade financing, and international portfolio investment. Prerequisite: MBA 611
Provides concepts and skills needed to lead change and development efforts at individual, team, and systems levels. Focus given to diagnosis of organizational events and creation of interventions for improvement. Emphasis on using consulting models and applying behavioral science knowledge and techniques to improve performance of people and organizations. Includes structural process and human resource interventions. Prerequisite: MBA 600
Provides perspectives and processes used in effective project management from conception through evaluation. Employs hands-on learning to prepare students to develop project planning and oversight systems, identify and implement best practices, and establish operational links between project and organizational objectives. Focuses on use of project management in accomplishing strategic organizational goals.
This graduate level seminar focuses on developing participants’ self-knowledge, professional perspectives, and personal skills for personal and professional success. Emphasizes tools for effective self-management and career charting. Topics include time management, effective presentations and interpersonal communication, stress management, and conflict resolution. Employs experiential learning and guest presenters. Prerequisite: MBA 600
Examines planning and development of funding acquisition and use of not-for-profit organizations. Enables students to construct funding strategies to improve organizational performance, solicit support from donors, and demonstrate effectiveness to key stakeholders. Topics include donor-centered fundraising, management of campaigns, marketing and public relations in philanthropic ventures, managing information, and professional ethics in philanthropy.
Helps participants design, analyze, and use accounting information systems. Provides conceptual frameworks for understanding information systems as well as practical experience in using real-world accounting information software. Emphasis on systems development and accounting applications design. This course is open only to students in the Accounting MBA.
Provides advanced study of concepts and issues in financial accounting. Topics include business combinations and consolidations, inter-company transactions, partnership accounting, and international accounting. This course is open only to students in the Accounting MBA.
Examines tax laws and regulations as applied to formation, operation, and dissolution of corporations and partnerships. Emphasis on conducting research related to complex tax issues. This course is open only to accounting concentration students.
Provides advanced study of conceptual framework of financial accounting, emphasizing theoretical concepts, accounting standards and procedures. Focuses on sources of Generally Accepted Accounting Principles, including industry pronouncements, opinions and bulletins. Also includes research techniques using FASB’s Financial Accounting Research System. This course is open only to students in the Accounting MBA.
Selected topics may be offered on any aspect of business. Topics will be announced. Examples of current special topic offerings include: Fraud and Forensic Accounting, Cross-Cultural Management, Leaders in Practice, Family Business Management, and Risk Management.
Professional internship with guidance of a faculty member. Arrangements for a supervised internship are made through the MBA Program Office.
Individualized study on a chosen subject under supervision of a faculty member. Participation in directed study is arranged through the MBA Program Office.
This capstone course gives students an opportunity to experience the many demands and managerial complexities placed on top managers. Helps students integrate and apply what they have learned in functional business courses, as well as gain experience in using the techniques, tools and skills of strategic analysis. Student teams engage a “live” organization in their field project and bring real world challenges they face back into the classroom. This course should be taken in the final term and after completion of all core courses.