The Professional MBA program requires 48 credit hours to earn a degree. This includes 36 core credits (12 courses) and 12 elective credits*.
This course introduces students to the basic tools and concepts needed to effectively manage organizational behavior (OB). A wide spectrum of contemporary OB topics is reviewed, including communication, learning, diversity, multiculturalism, teamwork, motivation, power, innovation, leadership, organizational design and change. Learning occurs through a variety of activities such as case discussions, self-assessment, group exercises, role-playing, team projects, lectures and training videos.
Topics to be discussed include probability theory, counting problems, random variables (also known as probability distributions), Central Limit Theorem, estimation, hypothesis testing (including chi-square tests), regression analysis (simple and multiple) and interpretation of regression output on computers. If time available, analysis of variance.
The fundamental economic principles underlying the operation of modern businesses in market-based economies are investigated. Among the questions addressed are: How does the distinction between costs in the short and long run affect decisions? How do costs, demand, price, and profit relate? What factors determine the degree of competition in an industry? What pricing strategies are available to a firm? How can the use of game theory improve managers’ decisions? How do managers use regression analysis? How does market structure determine profitability?
This course provides an introduction to the fundamental concepts and issues of financial accounting with emphasis on the interpretation of financial statements. The course addresses the economic consequences of transactions and their presentation on corporate financial statements. A primary objective is to introduce corporate financial statements as a tool for company valuation and decision making. Emphasis is on the analysis of effects of decisions on financial performance and use of financial statements to evaluate organizations.
This course will examine human resources from a strategic perspective, emphasizing the contribution of HR decisions to the development of a high performance organization. Human resources management will be treated as a dynamic system that enables organizations to cope more quickly and effectively with a rapidly changing environment. The course will emphasize those topics, such as reward systems, performance management and the selection and retention of high performance employees, that confront managers in a variety of organizational roles. Emphasis will be given to the identification, evaluation and solution of specific HR problems facing managers with these responsibilities.
A study of the patterns and fluctuations of growth of the
aggregate level of economic activity in a modern complex society.
Among the topics included are the measurement and determination of
national income; the nature and role of money and interest rates;
inflation; the role of expectations; the role of trade;
macroeconomic forecasting; alternative fiscal and monetary policies
and their role in promoting stability and progress; and macro
aspects of legislation.
Prerequisite: MGE 601 or undergrad.
The scope and objectives of corporate financial management are introduced along with the concept of the risk-return trade-off. The various sources of capital are discussed, along with their costs. Financial planning with special emphasis on the evaluation of capital projects is considered. The implications of the efficient market hypothesis are considered throughout the course.
Prerequisites: MGA 604, MGQ 606 or concurrent registration in MGQ 606.
The main component of the course is a survey of methods for planning and controlling production and operations management activities including material requirements planning, operations scheduling, production and inventory planning and control, project management, facilities location and layout, and quality management and control. The course makes use of cases to illustrate the processes and problems involved.
Prerequisites: MGA 604, MGF 631 or concurrent.
The focus of this course will be on technology management and developing an Internet-based business or extension to an existing business. The course will integrate concepts from economics, organizational strategy, entrepreneurship and Web design. Topics to be covered in the course include aligning technology and strategy; models of diffusion and innovation; characteristics of information and digital goods; identifying potential Web-applications and information products for solving a problem and/or identifying a business opportunity; intellectual property rights; pricing issues related to information goods; developing a business plan for a venture capital proposal; launching the e-business; designing Web based applications for usability; and strategies for successfully implementing systems. Case studies, lectures, guest speakers, and an integrated e-business project will be used to understand the complexities of the current business environment.
An introduction to managerial decisions in the marketing area
and approaches to making these decisions. Among the topics
considered are the institutional framework of retail and industrial
markets; buyer behavior; and product line, promotion, pricing, and
distribution decisions and strategies. Impact and relevance of
electronic markets are also considered.
The aim of this course is to provide the analytic techniques and tools to help develop an understanding of how competitive advantage can be created and sustained. This is an integrative course that examines the firm as a whole and adopts the perspective of the general manager. It draws together and builds on ideas from courses in functional areas such as marketing, finance and operations. There is extensive use of cases. Specific topics covered include analyzing industries, analyzing firm resources and capabilities, understanding organization structure and management systems, developing competitive strategies and understanding competitive behavior, determining the scope of the firm, developing corporate strategies, managing the multibusiness firm, and understanding corporate governance mechanisms.
Prerequisites: MGA 604, MGF 631 and MGM 625.
An analysis of the business sector's relation to the principal forces operating in the legal, political and social environment. Particular attention given to constraints and freedoms offered under common, corporate and regulation. Also examined are contemporary problems in corporate governance such as business and professional standards, code of ethics and corporate social responsibility.
Two PMBA electives
Our world-class programs give you access to everything the university has to offer, including superior professors who are experts in their fields—and experts at working with professionals. In each class you will be surrounded by a diverse group of people who share your desire to be the best of the best. Through regular collaboration, you and your peers will create an educational and experiential venture, while at the same time creating strong networking opportunities to further support your future.
Participants are expected to complete significant work outside
the classroom in both individual and study-group assignments. All
students are working toward an MBA and need to maintain an overall
GPA of 3.0 to remain in good standing and eligible for a
School of Management
University at Buffalo
108 Jacobs Management Center
Buffalo, NY 14260-4000