MBA Programs

Course Descriptions

MBA 510 Financial Accounting for Managers (3)

Presents central concepts of accounting and their use in managing organizations and preparing financial statements. Emphasis on accounting terminology and management use of accounting data and reports.

MBA 520 Analytical Skills for Managers (3)

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.

MBA 601 Economic Analysis for Managers (3)

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

MBA 602 Managerial Ethics and Decision Making (3)

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. Prerequisite: MBA 520

MBA 610 Managerial Accounting (3)

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 MBA 520 or equivalent

MBA 611 Managerial Finance (3)

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

MBA 612 Managerial Marketing (3)

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. Includes computer simulation of marketing decisions. Prerequisite: MBA 520

MBA 613 Human Resource Management (3)

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 760

MBA 614 Governmental Accounting (3)

Examines theory, concepts, and functions of governmental entity accounting. Topics include organization and structure, budgeting, and fund accounting. Prerequisite: MBA 510

MBA 615 Public and Not-for-Profit Finance (3)

Examines public budgeting and related financial management processes at federal, state, and local levels. Provides students with an understanding of public financial administration tools, with particular emphasis on governmental accounting. Also includes introduction to methods and strategies used by public officials for financial decision-making in political contexts. Illustrates challenges inherent in making public budgetary processes more effective and cost-conscious. Prerequisites: MBA 510 and MBA 601

MBA 616 Not-for-Profit Accounting (3)

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. Prerequisite: MBA 510

MBA 701 Entrepreneurship (3)

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

MBA 702 Business Law (3)

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.

MBA 706 Labor Relations (3)

Examines the structure and activities of labor unions, labor laws, collective bargaining, contract administration, dispute settlement procedures, and current labor issues. Emphasis on understanding processes that improve labor-management relations. Prerequisite: MBA 602 and MBA 613

MBA 707 Negotiation and Conflict Resolution (3)

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 602 and MBA 760

MBA 708 International Business Management (3)

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.

MBA 722 Information Technology for Managers (3)

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.

MBA 730 Services Marketing (3)

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.

MBA 739 Not-for-Profit Organizations (3)

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.

MBA 740 Social Enterprise Management (3)

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. Prerequisite: MBA 739.

MBA 741 Governmental Relations (3)

Administrative professionals in the public sector and not-for-profit organizations must understand and cultivate working relationships with various levels of government and community partners. This course looks at theory and practice of governmental relations within a democratic, federalist system. Focus is on operations and interactions among municipal, state, and federal agencies that affect efficiency and effectiveness of our government system. Special attention given to state and local relations in Hawai’i and implications for local professional practice in public sector and not-for-profit management.

MBA 742 Administrative Law in the Public Sector (3)

Administrative agencies at federal, state, and local levels implement laws affecting almost every sphere of human activity. This course looks at sources and uses of agency authority; procedures agencies must use in investigation, rule making, and adjudication; and the availability and scope of judicial review of agency actions.

MBA 752 Financial Analysis and Applications (3)

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

MBA 754 Investment Management (3)

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

MBA 758 Management of Financial Institutions (3)

Examines strategic and operational processes used in managing commercial banks, savings institutions and other financial intermediaries. Particular emphasis given to asset and liability management, the role of supervisory authority and public policy, shaping of competitive strategy, profit planning, and risk management. Prerequisite: MBA 611

MBA 760 Leading People in Organizations (3)

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.

MBA 761 Leading Organizational Change (3)

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 760

MBA 762 Project Management (3)

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. Prerequisites: MBA 510, MBA 602, and MBA 760

MBA 763 Professional Development (3)

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 760

MBA 764 Strategic Issues in Philanthropy (3)

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.

MBA 765 Program Planning and Evaluation (3)

Public sector MBA students learn processes used to plan, implement, and evaluate program offerings, drawing on both functional business skills and knowledge of public sector operations. Emphasis on assessing program effectiveness and outcome. Student teams engage “live” and simulated cases to develop a program plan.

MBA 770 Accounting Information Systems (3)

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.

MBA 776 Advanced Financial Accounting (3)

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.

MBA 778 Corporate and Partnership Taxation (3)

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.

MBA779 Advanced Accounting Theory (3)

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.

MBA 780 Special Topics (3)

Selected topics on any aspect of business. Topic to be announced. May be repeated.

MBA 798 Internship (3)

Professional internship with guidance of a faculty member. Arrangements for a supervised internship are made through the MBA Program Office.

MBA 799 Directed Study (3)

Individualized study on a chosen subject under supervision of a faculty member. Participation in directed study is arranged through the MBA Program Office.

MBA 800 Strategic Management (3)

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.