Master of Business Administration Courses

Learn more about the Masters of Business Administration courses offered as a part of the Lebanon Valley College MBA Program.

MBA 801. Introduction to Healthcare Management. The course examines the history of medicine; healthcare delivery systems such as acute hospital care, chronic care, outpatient systems, and long term care; healthcare professions and medical education; US and World healthcare systems; health insurance, healthcare financing and payers; employee based coverage compared to government coverage; public health; and healthcare technology and innovation and its cost. The course provides an introduction to management across functions in a healthcare organization.  3 credits.

MBA 802. Ethical, Legal, and Regulatory Issues in Healthcare. This course introduces students to the legal, regulatory, and ethical issues they are likely to face in managing a healthcare organization. With the increasing intersection between healthcare delivery and law, healthcare managers will encounter a wide range of legal and regulatory issues, including patients' rights, antitrust, institutional liability, privacy, security and reimbursement. It is thus important for students to be familiar with basic legal principles affecting how healthcare institutions operate, how legal rules and doctrine are formulated, and how to interact effectively with attorneys.  3 credits.

MBA 803. The Economics and Financing of Healthcare. This course examines the economics of the healthcare ecosystem in the US, the approach to funding healthcare services and healthcare research, the dependencies between sectors, and trends in healthcare service productivity and cost. It also compares the current US healthcare ecosystem to that of several other countries, and recent proposals to change healthcare financing, improve healthcare services productivity, and influence decisions by providers and patients. Students will learn how basic economic and finance concepts, principles, and theories can be used to think about and illuminate various healthcare issues, and how these concepts and principles can be applied to balanced scorecard metrics. The course culminates with an in-depth analysis of the structure, conduct, and performance of the markets for physician, hospital, pharmaceutical, and long-term care services.  3 credits.

MBA 804. Healthcare Operations Management. The course will provide the student with the quantitative tools and qualitative concepts to be applied to problems and case studies related to the management of healthcare organizations. Topics include an overview of transformations, processes and systems, quality management, human resources, scheduling and control, and materials management. Emphasis is on mathematical foundations and quantitative techniques of management science/operations research (MS/OR), related qualitative MS/OR tools and applications, the priority/capacity organizational concepts, and the strategy underlying operations. The course introduces appropriate computer software.  3 credits.

MBA 805. Financial Policy. A quantitative and qualitative approach to managerial problems of short and long term financing, asset management, and divided policies, to advance the understanding of financial concepts, policies, theories and tools to make investment and financing decisions. Emphasis placed on the application of experience to class discussion based on the use of "The Wall Street Journal." The primary objective of this course is to be able to evaluate investment opportunities, understand the various sources of financing and its impact on the firm's structure.  Prerequisite: Finance 3 credits.

MBA 807. Innovation. Why are some companies considered innovative and others stodgy? What cultural, organizational, and personal elements make innovation in technology possible? This course attempts to answer these questions by exploring how technology ideas are created, fostered, and shared. The course will study innovation from both theoretical and applied perspectives using case studies, creative exercises, research, and simulations as learning experiences.  3 credits.

MBA 810. Organizational Behavior. Utilizing an experiential case study method, this course surveys the evolution of theory and research in the areas of organization behavior. Learning topics include motivation theory, group dynamics, leadership, decision-making, conflict transformation, emotional intelligence and communication. The course affirms a systemic perspective and approach to organizational behavior, a systematic presentation of theory and research in areas of organizational behavior; including motivation, group dynamics, leadership, decision-making, organization change, career planning, and communication.  3 credits.

MBA 815. Marketing Management. A focus on issues in the interplay between marketing and society including the ethics of selling, advertising, marketing research, and the social responsibility of marketers. An understanding of the role of marketing in businesses and not-for-profit organizations and its importance for individuals within a society. Discover how marketing interfaces with domestic and global environments. Understand consumer and organizational buyer behavior for identifying market opportunities, segmenting and targeting markets, and developing positioning strategies.  3 credits.

MBA 816. Internet Marketing. The course examines the principles and processes of Internet Marketing. Students will examine current topics including search engine advertising; social media, online advertising strategies and models; metrics, and ethics. The course will also integrate a comparison and contrast of online promotion to traditional channels and extensively employ case studies.  3 credits.

MBA 817. Business and Technology. This course examines the role technology plays in collaboration and knowledge management in business organizations. The class will present both theoretical and applied concepts, including organizational knowledge models, knowledge exchange, collaboration tools, Communities of Practice, and Web 2.0. Case studies are employed to build critical thinking skills, especially for a recurring analysis of the complex relationship between people, information, and IT.  3 credits.

MBA 819. Strategic Leadership for High Performance Schools. This course is designed to equip school leaders with the knowledge and skills needed to strategically create an organizational system that is built around the vision of personalized student success. It will present a systemic perspective to organizational dynamics and how it impacts a school leader's capacity to build a high performance culture focused on student success. Participants will look at a total school system within the context of the social, economic and political environment.  1.5 credits.

MBA 820. Innovation and Change in the Modern School. The focus of the course is to equip school leaders with the skills to lead innovative change initiatives in order to increase student achievement and build a culture of adaptability and change. The course will focus on an understanding of standards-based systems theory and design, behavioral styles, and principles of organizational change management. By learning the following skills and theories: team building, motivation theory, group dynamics and communication, the participants will have the skill to engage, collaborate, communicate and empower internal and external stakeholders to work towards the common goal of increasing student learning.  1.5 credits.

MBA 821. Ethics, Advocacy, and School Law. This course is designed to incorporate an examination of school law and ethical leadership as it pertains to operating in a fair and equitable manner with personal and professional integrity including the role of the educational leader as student advocate in order to increase student achievement. The course will challenge participants to apply 1) knowledge of key legal issues and liabilities, 2) ethical frameworks and theories, and 3) a personal ethical philosophy to shape decision making processes related to teaching and learning, 4) skills to increase effectiveness as an advocate for children and public education.  1.5 credits.

MBA 822. Effective Management of School Resources. Resources spent ineffectively reduce the resources available to provide high quality teaching and learning in the classroom. This course is designed to assist school leaders in managing school resources to create positive results by investigating systemic causes and implementing strategies for innovative change within the financial constraints of the school system. This will include cost analysis and a review of how the dynamics of a business cycle relate to school resource management.  1.5 credits.

MBA 823. Strategic Management: Creating a Student-Centered Organizational Strategy. The purpose of this course is to examine how organizations determine, execute, and manage successful strategy and explore how these concepts can be applied to school systems in order to create sustainable, high performing, student-centered institutions. This will include the use of the Baldrige Education Criteria for Performance Excellence, a strategic management framework, that will assist school leaders in the development of a student centered strategy focused on creating an organizational vision around personalized student success.  1.5 credits.

MBA 824. Data Driven Decision-Making for School Leaders. Students will be introduced to the Balanced Scorecard and Plan-Do-Study-Act tools to provide a systems approach to measure and analyze performance objectives within a school or school system, and make decisions that are aligned with the student centered strategy of the organization. Students will learn how financial measures and business processes are integrated into the vision and strategy of the organization and how performance measures in all areas are part of a systems approach to assist the school in becoming and sustaining itself as a high performing, student centered organization. Areas covered include, measurement and analysis, a workforce focus, an operations focus, and using outcome data for continuous improvement.  1.5 credits.

MBA 825. Executive Communications. Executive Communications focuses on the communication skills that managers at all levels must acquire, develop and demonstrate in order to achieve success in the workplace. The course combines communication theory with practical techniques for conveying information; for motivating associates and enhancing teamwork via the spoken and written word; and for exhibiting leadership through language at the interpersonal, small group and organizational levels. Organizational communications skills, emphasizing writing, speaking and listening techniques and interpersonal communication are included. Recommended as one of the first 3 courses taken in the MBA program.  3 credits.

MBA 827. Project Management. Project Management is "the application of knowledge, skills, tools and techniques to project activities to meet project requirements," as defined by the Project Management Body of Knowledge (PMBOK®). The course provides students an introduction to the five process groups of project management, the nine knowledge areas of project management, and the Project Management Institute (PMI®). Introduces appropriate project management computer software.  3 credits.

MBA 832. Management Information Systems. This course addresses key issues associated with the management of enterprise-level technology and information systems. Topics includes creating business intelligence, using technology for competitive advantage, building and using relational databases, creating and using decision support systems, exploring strategies for e-commerce, understanding systems development, designing and managing networks, protecting information systems, and examining and evaluating emerging technologies.  3 credits.

MBA 833. Managerial Economics. This course studies the role of economic theory in management analysis and decisions. The study of demand, cost, and supply theories from a business viewpoint are also covered. This course is about economic principles and their relevance to business decision-making. It will explore the interaction of information, economic incentives and market competition and how these interact to determine prices, products available, profits, and patterns of trade and organization. At the end of this course students should be able to understand how basic economic reasoning can improve managerial decisions.  3 credits.

MBA 840. Business Analytics. This course reviews the quantitative techniques and systems approaches that managers need to make effective decisions for their organization. A philosophy of problem solving will be introduced as well as systems thinking and the use of models in solving business problems. Emphasis is placed on analyzing and critically evaluating data to inform managerial decision-making. Topics include supply chain management and control of inventory, forecasting, and quality management. Appropriate computer software is used.  3 credits.

MBA 845. Managing Operations and Business Processes. Business decisions are made with consideration of the resources available, costs (both internal and external) and the impact on all stakeholders of an organization. This course provides the knowledge and skills that managers use in describing and understanding, measuring and analyzing, and developing plans for changing the operating process to best serve those interests. Tools such as including Queuing models, Simulations and Linear Programming applications will be employed. Decisions regarding the best use of limited resources, staffing requirements, and facility location/layout are featured.  Prerequisite: MBA 840. 3 credits.

MBA 847. Sales Management. This course will utilizing an experiential case study method, this course critically examines the role of sales management in crafting and executing business strategy. Emphasis is placed on the functions of a sales manager, including the planning, execution, and control of a sales force. Topics are investigated using case study, in class discussion, and analytical and hands on exercises.  3 credits.

MBA 850. Human Resource Management. A survey of personnel management activities in organizations including exploration of recent developments in the field of human resource management. Topics include human resource planning, recruitment, selection, training, equal employment opportunity, performance appraisal, discipline, career planning, compensation, safety, and health. Instruction method includes case study, readings, and classroom lecture.  3 credits.

MBA 855. Legal Environment of Business. Legal concepts and principles important to business decision making including employment law, labor-management relations and relevant legislation, tax consequences of business transactions, government regulation, contract law, and application of the Uniform Commercial Code to business transactions. Case study, readings, and lecture.  3 credits.

MBA 857. Supply Chain Management. This course takes a strategic, managerial, and cross-functional view of supply chain management, enabling managers to participate in the vision and implementation of world-class supply chain networks. To achieve this, the course introduces a Supply Chain Roadmap process model as a guiding framework for designing and implementing integrated supply chains. Students will gain the knowledge and analytical tools to perform analysis and act as change agents within their organizations.  3 credits.

MBA 860. International Business Management. The theories, concepts, practices, and techniques of conducting business in foreign countries. The strategic issues, the operational practices, and the governmental relations of multinational companies are analyzed through the use of case studies, videos, lectures, the development of an international strategic plan, and an international trade game. Topics include: economic, political, and cultural integration; trade restrictions and barriers; overseas investment and financing; entry into foreign markets and marketing strategies  3 credits.

MBA 865. Entrepreneurship. Entrepreneurship, intrapreneurship, small business, and acquisitions. Special attention to entrepreneurial behavior, sources of funding and actual case studies in the development of new enterprises.  3 credits.

MBA 870. Labor Management Relations. Directed primarily to the understanding of the issues and alternatives arising out of the work place. The course provides both an overview of what has been identified as industrial relations as well as familiarity with the tools used by its practitioners. Students will study negotiation, administration, wage/fringe issues, and contents of labor agreements.  3 credits.

MBA 875. Accounting for Managerial Decision Making. Provides students previously exposed to managerial accounting principles with the essential tools and strategies managers need to develop data for making decisions related to pricing strategy; product expansion, discontinuance or redesign; performance measurement; resource allocation and management; merger and acquisition planning; and other types of managerial decisions. Stresses ways to avoid mistakes that result when internal decision-making is based on data developed for external financial reporting. Business topics covered include financial statement analysis, responsibility accounting, Economic Value Added (EVA), and Activity Based Costing (ABC).  3 credits.

MBA 880. Investments and Portfolio Management. Reviews the tools essential for sound money management. Considers the goals of the investor with respect to risk exposure, tax environment, liquidity needs and appreciation versus income potentials. Strategies will be developed to satisfy these objectives. Mathematical models of portfolio selection to help reduce risk through diversification will be developed. Special attention will be paid to the theories of determinants of asset prices, including the capital-asset pricing model.  3 credits.

MBA 885. Ethical Leadership. A focus on the examination of leadership theories and concepts and how to recognize, analyze, and resolve ethical dilemmas in our leadership roles. Through the use of case studies and self analysis, students will assess: corporate social responsibility; the public and private morality of leaders; the moral obligations of leaders and followers; the ways in which leaders shape the moral environment of institutions; the temptations of power; and leader-follower interaction.  3 credits.

MBA 890. Special Topics. This course option allows for the exploration of current topics in the field of business management. Topics include Risk Management, Business and Technology, Supply Chain Management, Project Management, International Trade Policy, and Health Care Management.  This course may be repeated for credit as topic changes. 3 credits.

MBA 895. Strategic Management. Strategic Management is a capstone course to be taken near or at the completion of the MBA program. Strategic Management is designed to tie together and integrate all the business courses taken by challenging students to look at a total organization and what it must do to compete successfully in its environment. This course includes an examination of the many principles and techniques used today in strategy formation and implementation. Case studies will be used extensively throughout the course to enhance understanding of strategy concepts and practices. Also included is the strategic management of large and small business entities, including the formulation and evaluation of missions, strategies, objectives, and policies. Historical and current situations are discussed. Cases are widely used and outside research is required.  Prerequisite: 24 hours of graduate credit. 3 credits.

Feel free to contact us with any questions you may have about the Masters of Business Administration courses.