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Curriculum

Our core curriculum is a series of focused, rigorous and relevant courses taken primarily during the first year of the Executive MBA program.

Our faculty has designed the core to give you an in-depth mastery of the academic disciplines and applied functional areas necessary for every business leader’s success.

Executive MBA Course Listing

Freshmen Year – Fall

MGA 604 Financial Analysis and Reporting (3)

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.

MGB 601 Behavioral and Organizational Concepts for Management (3)

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.

MGB 620 Emotional Intelligence (1)

Success in today's organizations depends on your ability to learn and adapt quickly to new and changing situations. The objective of this course is therefore to prepare students to be life-long adapters. The course is based on a model of self-directed learning and development. This process will help students throughout their careers in understanding and formulating their own vision, in assessing their skills and abilities and designing plans to reach their objectives. From mastery of this basic process comes the ability to lead others effectively.

MGG 633 Modeling Managerial Processes (3)

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.

MGM 625 Marketing Management (3)

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.

Freshmen Year – Spring

MGB 620 Emotional Intelligence (1)

Success in today's organizations depends on your ability to learn and adapt quickly to new and changing situations. The objective of this course is therefore to prepare students to be life-long adapters. The course is based on a model of self-directed learning and development. This process will help students throughout their careers in understanding and formulating their own vision, in assessing their skills and abilities and designing plans to reach their objectives. From mastery of this basic process comes the ability to lead others effectively.

MGF 631 Financial Management (3)

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.

MGF 659 Mergers and Acquisition Strategy and Financing (1.5)

Examines the development of the private equity and venture capital industries over the past 20 years. Students will learn the various aspects of identifying, analyzing, structuring and financing acquisitions. This will provide an in-depth study of the business concepts reflected in the legal documents analyzed in the existing course MGF 656 / LAW 856 Acquisition Transactions.

MGG 635 Management Communications (1.5)

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.

MGI 601 Principles of Workforce Engagement (3)

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.

MGQ 606 Probability and Statistics for Management (3)

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.

Senior Year – Fall

MGA 609 Management Accounting (3)

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.

Prerequisite: MGA 604.

MGB 620 Emotional Intelligence (1)

Success in today's organizations depends on your ability to learn and adapt quickly to new and changing situations. The objective of this course is therefore to prepare students to be life-long adapters. The course is based on a model of self-directed learning and development. This process will help students throughout their careers in understanding and formulating their own vision, in assessing their skills and abilities and designing plans to reach their objectives. From mastery of this basic process comes the ability to lead others effectively.

MGG 640 Theory of Practice of Negotiations (3)

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.

MGO 630 Operations and Service Management (3)

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.

MGS 607 Technology and Innovation Management (3)

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.

Senior Year – Spring

MGB 607 Motivation and Leadership (3)

This MBA-level, very applied course focuses on how to be a leader in organizations. Students have the opportunity to hear and speak to successful leaders including CEOs, Vice Presidents, consultants, and entrepreneurs in a variety of organizations. One of the major assignments of the course is for a student to develop his or her own approach to being a leader in a current or future job based on the topics in the course. Topics include: what does it mean to be a leader, how to lead from an individual perspective in an organization, what is the role of personality, vision, emotions, thinking, ethics, courage and followership, how to lead others in an organization, what is the role of motivation, empowerment, communication, diversity, power, and influence, how to lead by using the systems in organizations, what is the role of strategy, culture, values, change, and organizational learning.

MGB 620 Emotional Intelligence (1)

Success in today's organizations depends on your ability to learn and adapt quickly to new and changing situations. The objective of this course is therefore to prepare students to be life-long adapters. The course is based on a model of self-directed learning and development. This process will help students throughout their careers in understanding and formulating their own vision, in assessing their skills and abilities and designing plans to reach their objectives. From mastery of this basic process comes the ability to lead others effectively.

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

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.

Prerequisite: MGE 601 or undergrad.

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.

MGO 641 Strategic Management (3)

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 multi-business firm, and understanding corporate governance mechanisms.

Prerequisites: MGA 604, MGF 631, MGM 625.

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

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.

The UB School of Management MBA programs are accredited by AACSB International – The Association to Advance Collegiate Schools of Business. The MBA degree is awarded to those successfully completing all requirements: a total of 19 classes (52 credit hours) with a cumulative grade point average of 3.0 or higher.