Business Administration (MBA)
MBA - Business Administration Courses
MBA 500 Managerial and Career Effectiveness 0.5-3.
Frameworks, concepts and tools for management and career effectiveness. Assessment of managerial strengths, weaknesses, and potential. Team building, public speaking, networking, decision making, creativity and problem solving. Career development techniques including data mining, job search, behavior based interviewing, and negotiation skills with practical application of those concepts. Restricted to MBA Students.
MBA 501 Financial Accounting for Decision Makers 1.
Methods used by accountants record to economic events such as operating, investing, and financing activities, in the income statement, balance sheet, and statement of cash flows. Analysis of financial statements and disclosures. Impact of accounting standards and managerial incentives on the financial reporting process. Restricted to MBA students.
MBA 502 Managerial Accounting for Decision Makers 1.
Prerequisite: MBA 505.
Foundational knowledge in managerial accounting for decision making. Internal uses of accounting information for decision making within the organization. Identification of revenue and cost information to conduct break-even analyses, assign product costs, complete operational budgets, assess performance, and complete other management decision-making processes. Restricted to MBA students.
MBA 503 Survey of Accounting 3.
Accelerated survey of basic concepts underlying accounting in profit-oriented firms; concepts for decision making in manufacturing; content and interpretation of published financial statements; data measurement; product costing; budgeting. May notbe taken for credit by students majoring or minoring in accounting.
MBA 504 Data Analysis & Forecasting Methods for Management 3.
Role of quantitative modeling in management. Application of tools for data analysis and forecasting, with an emphasis on decision making and analytical skills.
MBA 505 Essential Economics for Managers 2.
Survey of economic concepts applied to management decisions. Competition. Market power. The firm, production, and cost. Pricing practices. Output. Market success. Market failure. Restricted to MBA students.
MBA 506 Data-Driven Managerial Decisions 1 1.
Prerequisite: BUS/ST 350.
Business cases and problems where data analysis is part of the decision-making process. Applications to finance, management, marketing, and operations. Proficiency in Excel methods commonly used in management. Completion of a project where students follow a business problem from formulation to solution using data analysis. Restricted to MBA students.
MBA 507 Data-Driven Managerial Decisions 2 1.
Prerequisite: MBA 506.
Continuation of a series of business cases and problems where data analysis is part of the decision making process. Estimation of linear relationships among variables, with applications to finance, management, marketing, and operations. Proficiency with Excel methods commonly used for estimation. Completion of a project where students follow a business problem from formulation to solution using the methods covered the course. Restricted to MBA students.
MBA 510 Critical Thinking for Managers 1.
Structure for critically analyzing and evaluating an issue, claim, text, or speech from a management perspective. Systematic analysis and evaluation of information, concepts, and ideas in order to identify underlying assumptions, purposes, and questions. Synthesis of this knowledge to logically form conclusions and recognize implications. Communication of arguments and beliefs and recognition of common language barriers in the written and spoken word. For online sections, must be enrolled in MBA program.
MBA 511 Data Security and Privacy 3.
Data security and privacy necessary for today¿s business environment. Common vulnerabilities, securing data, encryption, policies, privacy management, standards, and compliance.
MBA 515 Enterprise Resource Planning Systems 3.
Market and evolution of enterprise resource planning (ERP) systems and ERP technology. Business process reengineering in sales, purchasing, human capital, accounting, plant maintenance and warehousing using SAP Security issues. Course can lead to SAP University Alliance Recognition.
MBA 516 Ethics and Fraud Examination 3.
Examination of business ethics and occupational fraud cases, including asset misappropriation, corruption, and fraudulent financial reporting. Theories about fraud, prevalence of and effects of fraud, in the US and globally. Fraud examination skills including investigation, data analysis, and interviewing. Identification of common schemes and development of internal controls to prevent and detect fraud. Business ethics and socio-political responses to occupational fraud.
MBA 518 Enterprise Risk Management 3.
Integrated approach to managing the risks that can prevent an organization from achieving its objectives, both financial and non-financial. Core elements of an effective enterprise risk management process. Links to management strategy. Risk assessment methodologies.
MBA 519 Enterprise Risk Management Practicum 3.
Prerequisite: MBA 518.
Applied approach to managing the risks that can prevent an organization from achieving its objectives, both financial and nonfinancial, by working in teams to address real problems in real organizations.
MBA 520 Financial Management of Corporations 2.
Prerequisite: MBA 501 Financial Accounting for Decision Makers.
Financial decision making at profit-motivated businesses: decisions about what to produce and how and decisions about how to finance the assets needed for production. Cash as the basis of asset valuation. Capital budgeting decisions under certainty and uncertainty. Capital market theory. Cost of capital. Bond and stock valuation. Restricted to MBA students.
MBA 521 Advanced Corporate Finance 3.
Prerequisite: MBA 520.
Overview of financial management. Evaluation of projects and valuation of real assets using traditional discounted cash flow analysis and real options. Role of financial leverage; optimal capital structure. Conflicts between security holders and management; stockholder-bondholder conflicts; financial distress, bankruptcy and reorganization; corporate control and restructuring; corporate governance issues.
MBA 523 Investment Theory and Practice 3.
Prerequisite: MBA 520.
Advanced topics in investments with a focus on underlying theory and practical application using real world data. Stock valuation models, bond valuation, derivatives, portfolio performance evaluation, investment strategies, efficient market theory and other current issues in investment finance.
MBA 524 Equity Valuation 3.
Prerequisite: MBA 520.
Advanced quantitative course on applied equity valuation. Students conduct stock valuation analysis which is then used to select stocks for the student-managed SunTrust MBA fund. Topics include the investment decision making process, empirical evidence on securities returns, forecasting financial statements, industry and macro-economic analysis, valuation models, portfolio performance evaluation and performance attribution. Students will also learn how to write computer programs using SAS software in order to generate statistical tests of investment strategies using "big financial data.".
MBA 525 Taxes and Business Strategy 3.
Importance of tax consideratoins in business decisions. Framework for understanding how taxes affect business strategy and financing decisions in a wide variety of settings.
MBA 526 International Finance 3.
Prerequisite: MBA 520.
Theory and practice of financial management in the international arena, including spot and forward markets for foreign exchange, currency futures and options contracts, international arbitrage conditions, foreign exchange exposure, foreign trade financing instruments, direct and portfolio investment abroad, and the role of country risk in determining investments.
MBA 527 Corporate Risk Management 3.
Prerequisite: MBA 520.
Fundamentals of corporate risk management from a strategic decision-making perspective. Emphasis on how exposures to financial risks (foreign currency, credit, interest rate, etc.) affect the firm, and how risk exposures can be reengineered to enhance shareholder value. Topics include the major sources of risk, the measurement of risk exposures, methods and strategies of managing and controlling risk and tools of the financial engineer--futures, options, swaps, and other derivatives.
The course covers (i) structure and operation of derivative markets, (ii) valuation of derivatives, (iii) hedging of derivatives, and (iv) applications of derivatives in areas of risk management and financial engineering. Models and pricing techniques include Black-Scholes model, binomial trees, Monte-Carlo simulation. Specific topics include simple no-arbitrage pricing relations for futures/forward contracts; put-call parity relationship; delta, gamma, and vega hedging; implied volatility and statistical properties; dynamic hedging strategies; interest-rate risk, pricing of fixed-income product; credit risk, pricing of defaultable securities.
MBA 530 People Management 3.
Fundamental principles of organizational behavior and leadership. Individuals, teams and organizations. Staffing, performance management, and incentives. Leadership and influence. Organizational culture. Ethical issues in organizations. Restricted to MBA students.
MBA 536 Experience Innovation and Strategic Design 3.
Successful innovation involves creating more valuable experiences for users and customers. The course covers key concepts and methodologies for experience-based innovation, drawing on design and creativity frameworks to fully understand customer experiences. Course activities include exercises and a project to practice innovation and "design-thinking" tools and techniques in a business context. Relevant strategic perspectives for designing innovative products and services are addressed through case studies and other managerial readings with practical business application. The importance of a multi-disciplinary approach to experience innovation is emphasized, such that the course is suitable for students in all disciplines with an interest in innovation.
MBA 540 Principles of Operations and Supply Chain Management 2.
Prerequisite: MBA 507.
Design and management of operations and supply chains. Analysis of strategies, processes, planning and control, and advanced techniques using a variety of managerial frameworks and quantitative tools. Restricted to MBA students.
MBA 541 Supply Management 3.
Co-requisite: MBA 540 Operations and Supply Chain Management.
Major themes and strategies of supply management relationships. The focus is on establishing a basis for collaborative relationships with suppliers through focused market intelligence research, relationship assessment and management, negotiation, collaborative contracting, and on-going management of relationships in global supply chains. Emphasis on the importance of collaboration through the application of practical tools and approaches that drive mutually beneficial outcomes. Core processes around initial exploration and assessment of supply chain relationships, establishing metrics/expectations for the relationship, crafting and managing contracts, and sustaining continuous performance improvement in sourcing, logistics and operations. Every student will participate in a team-based supply chain project with an organization and will learn the team-based, deadline-driven nature of supply chain initiatives in a real-company setting.
MBA 542 Supply Chain Logistics 3.
Effective logistics decision-making using a variety of conceptual frameworks and quantitative tools. Relationship between logistics and broader issues of managing the entire supply chain and fulfilling the strategic objectives of a firm. Inventorymanagement. Transportation. Network design.
MBA 543 Planning and Control Systems 3.
Design and management of planning and control systems within the organization and across the supply chain. Business planning, master production scheduling, material requirements planning, just-in-time and theory of constraints. Enterprise resourceplanning (ERP) and business-to-business (B2B) systems. Impact of information technologies on planning and control systems. Major project using state-of-the-art ERP system.
MBA 545 Decision Making under Uncertainty 3.
Structured framework for modeling and analyzing business decisions in the presence of uncertainty and complex interactions among decision parameters. Topics include decision models, value of information and control, risk attitude, spreadsheet applications, and decision analysis cycle. Interactive case study.
MBA 549 Supply Chain Management Practicum 3.
Prerequisite: MBA 540.
Research project examining supply chain management issues at an organization, usually a member of the Supply Chain Resource Cooperative. Projects will typically focus on procurement, logistics, materials management, operations, or integrated supply chain issues.
MBA 550 Management of Technology and Innovation 3.
Overview of the management of innovation and technology for value creation in increasingly complex and changing business environments. Management of strategic innovation and new product/service development processes within organizations. Implementation issues in innovation strategy. Restricted to MBA students.
MBA 553 Business Process Design and Analysis 3.
Identification, development, analysis, improvement and management of business processes. Strategic and executional issues critical to high-performance processes. Lean tools. Six sigma. Process redesign. Outsourcing. Service oriented architecture. Examples from different industries and functional areas within firms, to identify similarities and differences of well run processes.
MBA 554 Project Management 3.
Life cycle view of organizing and managing technical projects, including project selection, planning, and execution. Methods for managing and controlling project costs, schedules, and scope. Techniques for assessing project risk. Use of popular project management software tools. Application of project management tools and methods to product development, software, and process reengineering projects.
MBA 555 Product Design and Development 4.
Total product realization process, including customer needs analysis, product design and engineering, manufacturability assessment and marketing plan development. Definition of relevant market, design and engineering principles, financial considerations and manufacturing aspects of product development process. Application and integration of business, design and engineering methodologies, concepts and tools on actual product design and development project.
MBA 560 Marketing Management and Strategy 2.
Market segmentation, targeting, and positioning. Channels of distribution, promotion strategy, product development strategy, and pricing strategy. Relationship marketing and marketing strategy. Applications in high-tech environments. Restricted to MBA students.
MBA 561 Consumer Behavior 3.
Consumer perception of products and brands, including the role of product design and development of consumer attitudes. Analysis of how consumers make decisions and how those decisions can be influenced by messaging, pricing, and emotions.
MBA 562 Research Methods In Marketing 3.
A systematic approach to structure, implementation and analysis of marketing research for decision making. Models of consumer demand and firm behavior analyzed in a marketing context.
MBA 563 Product and Brand Management 3.
Marketing planning and product management. New product concept evaluation and selection. Managing products over the life cycle. Developing and implementing a brand strategy. Repositioning and revitalizing brands Brand extension. Managing globalbrands.
MBA 564 Business Relationship Management 3.
Strategic, successful management of the multitude of business relationships that contemporary managers face. Universal and idiosyncratic business relationship skills to allow technically-oriented managers such as engineers and scientists to interact with a variety of constituents. Integrated perspective of marketing communications as a process of successfully interacting with each constituency with the goal of fostering long-term satisfaction and loyalty, which ultimately translates to sustainable competitive advantage.
MBA 569 Consumer Innovation Practicum 3.
Prerequisite: MBA 561 and permission of Instructor.
Research project resolving specific consumer behavior issue impacting product use and demand with a corporate member of the Consumer Innovation Consortium. Projects will generate a specific and narrowly focused set of tangible deliverables.
First course in a two-course entrepreneurship sequence focusing on opportunities outside the technology arena. Management of the innovative activities of a firm (new and/or existing) to facilitate entrepreneurship-the discovery, evaluation, and exploitation of opportunities to create value. Generation and screening of new product/process ideas or concepts. Transformation of such ideas into products, processes, or services that satisfies stakeholders (e.g., customers, employees). Topics include self-assessment of personal aspirations, skills, and competencies, as well as opportunity identification/evaluation, business model design, and launching and scaling ventures.
Second course in a two-course entrepreneurship sequence focusing on opportunities outside the technology arena. Theoretical and practical, team-based, approach to the evaluation and assessment of opportunities for value creation. Emphasis on how to discover, validate, and then execute on an action plan to create value. Credit not allowed if the student has already taken MBA 576 or MBA 577.
MBA 572 Venture Opportunity Analysis Analytics 3.
Application of the process-based model for new business startups to multiple clients. Emphasis is placed on data gathering, data analysis and data interpretation in the context of evaluating opportunities for new business. Students work in teams on a variety of projects with technology commercialization clients such as Wolfpack Investment Network and Office of Technology Commercialization and New Ventures.
First course in a two-course entrepreneurship sequence focusing on opportunities for technology commercialization. Evaluation of commercialization of technologies in the context of new business startups. Emphasis is placed on creating value through technology portfolio evaluation and fundamentals of technology-based new business startups. This includes development of value propositions and strong technology-product-market linkages. The process based approach is appropriate for new business startup as well as entrepreneurship in existing organizations through spinoffs, licensing, or new product development. Credit not allowed for MBA 576 if the student has already taken MBA 570 or MBA 571.
MBA 577 Technology Entrepreneurship and Commercialization II 3.
Prerequisite: MBA/MSE 576. Credit not allowed in 577 for students who have already taken 570 or 571..
Continuation of evaluation of technologies for commercialization through new business startups. Emphasis is placed on creating value through strong technology-products-markets linkages using the TEC algorithm. Topics include industry and market testing of assumptions, legal forms of new business startups, funding sources and creating a quality, integrative new business startup plan. Credit not allowed in 577 for students who have already taken 570 or 571.
MBA 579 Entrepreneurship Clinic Practicum 3.
Inspired by the university teaching hospital model, the NC State Entrepreneurship Clinic is a place where students, faculty, entrepreneurs, and service providers go to teach, learn and build the next generation of businesses in Raleigh. Each person in this class will take on the role of "Clinic Lead" managing groups of undergraduate students working with clients of the NC State Entrepreneurship Clinic during the semester developing ideas, evaluating options, and providing insights to emerging ventures.
MBA 580 Creating Value in Organizations 3.
Process-based approach to creating high value in existing organizations by understanding strategy formulation and implementation. The approach also will reapplied to entrepreneurs in new venture startups as well as organizations managing innovation and technology changes. Emphasis is placed on learning by applying these processes to existing organizations through strategic management and to new business startups through entrepreneurship. Restricted to MBA students.
MBA 582 Sustainability and Business 3.
Explore the current sustainability trends. Learn how business are integrating sustainability into their strategies. Gain an understanding of the tools businesses are using to operate businesses in a sustainability manner. Experience current and evolving sustainability reporting practices. Explore future trends.
MBA 585 Current Topics in BioSciences Management 3.
Business processes and strategies across the global BioSciences value chain, including the R&D realities, product life cycles, key elements of product discovery and development, intellectual property, regulatory trials, government approval, production, sourcing, logistics, sales, marketing and customer service. The complete value chain of a new biotechnology-based product.
MBA 586 Legal and Marketing Dynamics in Pharmaceutical and Biotechnology 3.
Exploration of unique environment in which biotechnology research is conducted and resultant drugs and products are sold. Legal restraints affecting pharmaceutical marketing and reimbursement options; regulatory issues; pre-clinical research. Laws limiting or affecting pharmaceutical and biomedical marketing Ethical issues in the research and marketing processes.
MBA 590 Special Topics In Business Management 1-6.
Presentation of material not normally available in regular courses offerings or offering of new courses on a trial basis.
MBA 610 Special Topics in Business Administration 1-6.
Special topics course dealing with issues not covered in regularly scheduled courses. Restricted to MBA students.
MBA 630 Independent Study In Business Management 1-3.
Detailed investigation of topics of particular interest to graduate students under faculty direction on a tutorial basis. Determination of credits and content by faculty member in consultation with department head.