Home > Degree Programs > Executive MBA > Program Overview > Course Descriptions

Course Descriptions

The School of Management faculty currently authorizes this list of course descriptions broken down alphabetically and by subject areas.  A class schedule is issued before each term indicating which courses will be offered. Prerequisites for specific courses indicate the normal preparation and provide for the proper sequencing of courses in a total program. It is to be understood, however, that students may also be admitted to a course with written consent of the instructor.



MGA 604 Financial Analysis and Reporting (3 credits)

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.

Back to Course Sequence

MGA 609 Management Accounting (3 credits)

This course focuses on the identification, analysis, and use of costs and other information to improve the competitiveness of business operations. The course takes a user orientation and focuses on issues important to managers for planning and decision making, economic evaluation of business activities, product costing, and performance evaluation and control. Emphasis is placed on the effects of advances in technology on the value of cost system information, the relevance and limitations of accounting data and use of non-financial information for internal decisions.

Back to Course Sequence


MGB 601 Behavioral and Organizational Concepts for Management (3 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-assessments, group exercises, role-playing, team projects, lectures, and training videos.

Back to Course Sequence

MGB 607 Leadership and Motivation (3 credits)

This course will help students begin developing leadership skills. Various ideas about what leadership is, how it is practiced, and how it can be evaluated will be covered. Students will learn about the relevance of leadership to the work motivation of individuals, to the effectiveness of groups, and to overall performance of firms. Opportunities to assess and explore alternatives to their own leadership characteristics and styles will be provided.

Back to Course Sequence

MGB 620 Emotional Intelligence (4 credits*)

A specific set of activities will be planned each semester to provide experience to executive MBA students that will help enhance their leadership skills and their ability to participate in a non-hierarchical team environment. This course is designed to give a home to activities that provide individual development, teamwork skills, and leadership. Additionally, it will serve as a forum for interaction between executive MBA students and senior executives from the business community.
*This 4-credit course will run for the entire 4-semester duration of the program. A grade will be issued at the end of the fourth semester. 

Back to Course Sequence



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?

Back to Course Sequence

MGE 602 The Global Economy and the Business Firm (3 credits)

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; macro economic forecasting; alternative fiscal and monetary policies and their role in promoting stability and progress; and macro aspects of legislation.

Back to Course Sequence


MGF 631 Financial Management (3 credits)

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 and the management of working capital is considered. The implications of the efficient market hypothesis are considered throughout the course. 

Back to Course Sequence

MGF 659 Mergers and Acquisitions (1.5 credits)

Students will learn the various aspects of identifying, analyzing, structuring and financing acquisitions.  The emphasis will be on business concepts, rather than specific tax or legal considerations.

The course will include: A description of the process and planning of the various players from private equity to strategic buyers, valuation methods, transaction structure options and considerations, due diligence, financial analysis and transaction documents and post-closing activity.

Back to Course Sequence

General Management

MGG 633 Modeling Managerial Processes (3 credits)

Historically, managers have considered decision making as an art; something learned by trial and error; something based on creativity, judgment, intuition, and experience. This course gives you a structured way of attacking a wide range of real problems, using data-driven analysis to guide decision-making. We will consider how to think about and manage uncertainty and risk, how to translate data about the business into useful insights, how to put value on various courses of action, and how to generally make informed decisions. The main focus of the course will be on modeling decisions in the spreadsheet environment, illustrated by applications from operations, finance, marketing, and human resources. The approaches and techniques for decision-making are useful throughout the firm, both within functional areas and for the essential management challenge of working across functional boundaries.

Back to Course Sequence

MGG 635 Management Communications (1.5 credits)

The purpose of this course is to emphasize the importance of effective communication techniques in an organizational setting and to provide grounding in communication skills essential to success in the business world.

Students will have the opportunity to understand leadership and communication strategies, and develop their business writing skills through several assignments and class activities. Focus will be placed on improving students’ ability to communicate clearly, logically and effectively.

Students will have the opportunity to develop oral skills primarily through active learning. Of all management and communication topics, oral presentation skills is the one least suited to a lecturing or discussion form of learning. Giving a presentation is an emotional as well as a practical experience; therefore, practice and involvement, in addition to theoretical input, are vital to enhancing individual ability, refining skills and building confidence. Few people are naturally skilled presenters and most are concerned about putting themselves, their thoughts, and ideas across in the most effective way. Hence, the assignments and activities included in this course have been chosen from extensive, first-hand experience of experts in the communication field. They aim to help individuals learn to self-critique, and develop their ability to coach their co-presenters and colleagues as well.

Back to Course Sequence

MGG 640 Theory and Practice of Negotiations (3 credits)

Introduction to the analytical concepts necessary for effective negotiations. Emphasis is on the negotiation and bargaining skills required by general managers. Classroom lectures are supplemented by experiential exercises. 

Back to Course Sequence

MGG 681 International Business (1.5 credits)

This course discusses the environmental factors which affect the operation of an enterprise in an international setting. Political, economic, legal, and social factors are covered. Specific topics covered are alternative forms of government, political stability, political problems facing business, economic systems, regional markets, economic regulations, legal systems, and cultural factors which affect business operations.

Back to Course Sequence

Human Resources

MGI 601 Principles of Workforce Engagement (3 credits)

This course will examine Human Resources from a strategic perspective, emphasizing the contribution of HR decisions to the development of a high performance organization. HRM 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.

Back to Course Sequence


MGM 625  Marketing Management (3 credits)

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.

Back to Course Sequence


MGO 630 Operations and Service Management (3 credits)

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.

Back to Course Sequence

MGO 641 Strategic Management (3 credits)

A study of the processes of formulating and implementing business and corporate strategic plans and evaluating management strategic performance in complex business environments. Topics included are the corporate mission and objectives, industry analysis, competitive analysis, environmental analysis, business strategy, financial strategy, corporate portfolio planning, acquisitions and divestments, organizational implications, international strategy, and entrepreneurship. 

Back to Course Sequence

Quantitative Methods

MGQ 606 Probability and Statistics for Management (3 credits)

Basic concepts of probability and statistics used in management are presented. Topics include data analysis and display, descriptive measures, random variables, probability distributions, inference, an introduction to analysis of variance and regression analysis, time series analysis, and statistical applications to quality control, as well as model usage and statistical communication. Management applications using case studies/examples and computer packages are emphasized. 

Back to Course Sequence


MGS 607 Technology Management and E-Business (3 credits)

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, entrepreneur-ship, 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.

Back to Course Sequence

MGS 630 Operations and Service Management (3 credits)

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. 

Back to Course Sequence

Management and Policy

MGT 617 The Government, the Law and the Firm (1.5 credits)

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.  

Back to Course Sequence

EMBA Contact Us

Executive MBA
School of Management
University at Buffalo
108 Jacobs Management Center
Buffalo, NY 14260-4000

Tel:  716-645-3200
Fax: 716-645-3202 
Meet our Staff

Apply Now
Request Info
EMBA 4-A-Day

Register for our next information session

   Word Press