| Arts Administration |
Arts and Education (3)
16AADM812-Survey of current education programs and practices in professional arts organizations as they relate to the role of the arts in elementary and secondary schools. Emphasis is placed upon partnerships among arts organizations, schools and school systems to integrate the arts into the general curriculum.
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Arts Discipline (3)
Various-Study of art production, theory and/or history as selected by the student.
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Current Issues Forum (1)
16AADM870-A regular round-table discussion of current issues in arts management led by faculty in the program and guest speakers.
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Financial and Strategic Management (3)
16AADM801-Survey of financial and strategic management principles, theories and practices as they apply to arts organizations. Emphasis placed upon the development of budgets, financial reporting and control procedures, and business planning.
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Funding and Grants (3)
16AADM781-Studies methods of securing funds from private and public sector sources. Grants research and writing are included.
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Independent Study in the Arts (3)
16AADM560-Part-time work experience with professional arts/cultural organizations in the region.
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Internet Marketing and PR for the Arts (3)
16AADM813-Survey of technological tools and resources used to market arts organizations. Explore best practices that include: launching successful e-mail campaigns, search engine optimization, using blogs to increase awareness, virtual press releases. Understand the fundamentals of Public Relations for the arts.
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Introduction to Arts Administration (3)
16AADM771-An overview of the problems and issues involved in managing a non-profit cultural organization in America.
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Marketing the Arts (3)
16AADM788-Survey of marketing theories and practices as they apply to arts products and services. Emphasis placed upon applying marketing principles in the strategic planning process
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Organizational Structure and Staffing (3)
16AADM802-An application of the principles of organizational management for arts administration, with particular focus on board of trustees, artistic staff, volunteers, and professional staff.
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Performing Arts Production Management (3)
16AADM798-Survey of management practices as they apply to venue and production needs and the operational aspects of performing arts institutions.
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Professional Internships (12)
16AADM840-Full-time work experience during the summer months with regional, national, and international professional arts/cultural organizations.
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Public Policy and the Arts (3)
16AADM803-A study of the public policies and public agencies which affect non-profit cultural organizations in America and of the relationship of public and private funding of the arts.
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Research: Problems in the Arts (Final Paper) (3)
16AADM880-A final research paper is required. Students often prepare case studies based upon their internships projects.
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| Business |
Business Elective (2)
Various-Students may select a course from the Business School upon approval by advisor.
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Business Law (2)
22BLAW711-Develops an appreciation for the legal and regulatory environment in which the firm operates. Factors within law and regulation that can influence managerial decision making are explored. The role of antitrust, unfair competition, EEO, labor law, and environmental regulations are examined.
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Capstone (2)
22BA712-The capstone course for MBA students that requires integration of the MBA program coursework in the definition and analysis of, and solution development for, a significant business challenge. To be taken during the final quarter of the MBA program.
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Corporate Responsibility and Business Ethics (2)
22MGMT715-Explores the ethical dimensions and implications of business organizations and practices.
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Corporate Strategies (4)
22MGMT712-Focuses on both the analytical and structural framework for competitive analysis, as well as the formulation of policy and strategic decisions for the business corporation. This course focuses on the management of the total enterprise. All the basic functional areas are addressed in an integrative manner in terms of the relevance to the entire enterprise. The course emphasizes the ability to make decisions in the face of unstructured problems.
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Financial Accounting (4)
22ACCT711-Prepares the MBA/MS student to read, interpret, and analyze financial statements. Understand financial statement analysis for benchmarking and performance evaluation. Understand how the market reacts to financial reports.
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Financial Economics (4)
22FIN725-Opportunity cost, price, demand theory, firm and market behavior, pricing practices and policies, and factor markets.
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Financial Management (4)
22FIN714-Using the finance tools developed in FIN 713, this course examines managerial financial decision making, including the following topics: capital budgeting, raising capital, financing policy, capital structure choice, payout policy, the pricing and use of financial options, real options, and selected topics such as mergers and acquisitions, risk management, and bankruptcy.
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Financial Tools (2)
22FIN713-The objective of this course is to provide managers facility with the fundamental methods used in financial analysis. These methods will be used extensively in FIN 714 (Financial Management) and throughout the MBA program when financial analysis is required. The set of methods include: time value of money, stock and bond pricing, net present value, risk measurements, risk and return, the capital asset pricing model, and basic capital budgeting.
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Global Economics (2)
22FIN715-This course provides future managers with a working knowledge of the major global macroeconomic forces and institutions that affect business. The primary focus of this course is on how managers can optimally respond to these forces. The course focuses on the causes and consequences of changes in the following macroeconomics variables: aggregate demand, employment, labor producivity, interest rates, exchange rates, business cycles, and international flows of goods, services, and capital. Current global economic events will be prominently featured during the course.
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Leadership and Organizations (4)
22MGMT714-Course introduces central concepts, processes, frameworks and practices to assist the student in understanding what it means to both manage others and 'be managers.
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Managerial Accounting (2)
22ACCT713-Use of accounting data in planning and controlling business operations. The study of activity-based costing, product pricing and cost allocations in decision-making.
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Managing Cultures (2)
22MGMT717-This course provides future managers with a working knowledge of the major global macroeconomic forces and institutions that affect business. The primary focus of this course is on how managers can optimally respond to these forces. The course focuses on the causes and consequences of changes in the following macroeconomics variables: aggregate demand, employment, labor productivity, interest rates, exchange rates, business cycles, and international flows of goods, services, and capital. Current global economic events will be prominently featured during the course.
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Marketing Management (4)
22MKTG711-Provides students with a thorough appreciation for the benefits and pitfalls of executing a customer orientation. Market segmentation is introduced as a process for opportunity analysis and prioritization in organizations. Critical factors in the management of mature products and the introduction of new products and services are considered. Major emphasis is given to those practices and procedures that yield long-term relationships with one's customers.
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Negotiations (2)
15LER882-Objective is to provide and understanding of the negotiation process. Readings in current research and simulated negotiation exercises. These exercises will help students to develop skills which are applicable to a broad range of constituencies and negotiation contexts.
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Stats & Decision Models for Managers: I (4)
22QA711-Introduction to statistical and probabilistic analysis with focus on practical decisions and risk using quantitative models and Microsoft Excel. Topics include descriptive and graphical statistical methods, sampling and sampling distributions, estimation, hypothesis testing, analysis of variance, regression, decision modeling, and simulation. Assumes prior basic knowledge of Excel.
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Stats & Decision Models for Managers: II (2)
22QA712-Overview of linear, integer, and nonlinear optimization models in business, focusing on modeling, solution, and interpretation of results. Substantial use of spreadsheet modeling and analysis.
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Teams: Interpersonal Processes (2)
22MGMT710-Provides students with a greater understanding of teams: interpersonal processes that affect the workplace.
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