| Total Required Credits: |
48 |
|
| Business Core Courses: |
36 |
| MBA 500 | Essentials of Business Management | 3 |
Successful managers need to understand the fundamentals of business practices within a global context. This course will introduce you to the overall MBA program and the strategies required in preparing a comprehensive and viable business plan. You will also practice business decision-making through the use of simulations, and practical, analytical, and conceptual foundations in team-based learning. Learning how to find relevant data through the use of credible sources will be a main focus of this course, as well as how to effectively communicate in writing. |
| MBA 505 | Business Communications | 3 |
The knowledge, competence and mastery of human communication are essential for success in every business setting. This course introduces you to the power of written and oral communication within the context of a multi-cultural and diverse business environment. You will learn the most effective methods for communicating information, data, research and ideas to both external and internal stakeholders using various media. Prerequisite: Students must have completed MBA 500 or be enrolled concurrently in the course. |
| MBA 510 | Law and Economics for Global Business | 3 |
In this course you will study the legal and economic context of business. You will examine the global business environment from many aspects- legal, social, cultural, technological, ethical and economic. The focus will not be on a specific business, but rather concerns of all businesses operating in a global marketplace. Prerequisites: MBA 500 and MBA 505. |
| MBA 515 | Project Management and Prioritization | 3 |
In this course you will study the phases and processes essential for successful project management. You will practice the critical tasks associated with managing a single project, and analyze the opportunities and constraints of managing several projects concurrently. You will evaluate a project portfolio, and make recommendations for projects to best accomplish corporate strategic objectives. Prerequisites: MBA 500, MBA 505, and MBA 510. |
| MBA 520 | Managing with Technology | 3 |
Managers need to be familiar with the powerful communications and information systems available to them in order to strategically employ them in the organization. This course introduces you to the complexities of managing with technology within the context of a multi-cultural, diverse and global business environment. Specifically, the roles of information and information processing in support of the organization's strategic processes will be explored. Among the activities in this class, you will: evaluate key classes of systems used in modern business, including their potential impact on business processes; learn key steps in guiding the implementation of new systems, and explore how support systems enhance decision making. Prerequisite: MBA 510. |
| MBA 525 | Applied Marketing | 3 |
In this course, you will study marketing principles that create competitive advantages in the market place. You will analyze strategies related to product, price, promotion, and distribution. This is an applications-oriented course. With the knowledge you've accumulated, you continue to make strategic decisions, implement them, and find out the real-world results of those decisions by working with the business simulation introduced in MBA 500. Prerequisite: MBA 505. |
| MBA 530 | Evaluating Financial Information | 3 |
In addition to learning financial accounting theory and financial statement analysis techniques, you will be applying this knowledge through the development of financial statements related to your business plan. This experience will enhance your ability to think and to act like an entrepreneur and manager dealing with a real world business situation. By the time you have finished the MBA program you will have practiced high level executive decision-making across all of the major business functions. Prerequisite: Students must have completed MBA 510 or be enrolled concurrently in the course. |
| MBA 535 | Managerial Accounting | 3 |
In this course, you will learn to analyze different internal management information to render decisions such as pricing, inventory procurement, make or buy, and production volume. You will also learn to develop budgets and analyze performance against your projections. Your knowledge will be applied while developing the budgets for you business proposal. Presentation of your findings will be emphasized. Prerequisite: MBA 530. |
| MBA 540 | Strategic Financial Management | 3 |
In this course, you will study the theory and practice of business finance from a decision-maker's perspective. Using quantitative and qualitative tools, you will recommend company strategy relating to capital structure, sources of short-term and long-term capital, and asset management, based on both internal analyses and the influence of financial markets and institutions. Practical applications will help you understand how financial management supports other components of a firm's overall business strategy. You will explore the different methods of presenting financial information to a range of audiences. You will also learn the special challenges involved in managing the finances of international firms. Prerequisite: MBA 535. |
| MBA 545 | People and Systems in Organizations | 3 |
In this course you will explore theories of managing people, individual styles in organizations, and the combination of corporate culture and structure that will help a company to achieve its goals. You will study the dynamics of internal politics and how goals are accomplished within an organization. You will have the opportunity to be successful working in a team environment. You will investigate models of leadership, interpersonal communication, diversity, and managing change. You will assess your own skills and plan for the future as you apply all of these concepts to the writing of a business plan. Prerequisite: MBA 505. |
| MBA 550 | Business Operations | 3 |
In this course, you will learn about the design, analysis, planning, and control of business processes to achieve desired performance objectives. Topics include: the relationship between operations strategy and process structure; the impact of process structure on process performance; process performance measures and their relationships; process performance evaluation; managerial levers for improving and controlling process performance and systems; and managerial issues in planning and designing quality assurance systems. Prerequisites: MBA 500, MBA 520 and MBA 535. |
| MBA 555 | Business Strategy | 3 |
In this course you will study various strategies used in business today, to see what is most appropriate for the specific business plan you have been developing during your degree program. You will analyze several cases, to compare and contrast the details of different types of strategies used successfully and unsuccessfully by various companies. You will explore the ways different strategies can affect marketing, financial conditions, competitive ability, operations, and human resources. The strategy you choose in this course will help you write the next draft of your business plan. Prerequisite: All MBA courses with the exception of MBA 560 and 565. |
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Practicum ot Emphasis Areas
Choose the Practicum or an Emphasis Area to complete the last 12 credits of the program.
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12 |
Accounting
Our emphasis in accounting will prepare you for the professional challenges of becoming a C.P.A., while providing
you with greater versatility and opening the doors to a myriad of opportunities both within the accounting
profession and in the field of business. The emphasis comprises four, three-credit review courses. All are
designed to help you master the concepts, theories and technical materials routinely tested on the C.P.A.
exam and are recognized as accounting credits by the Washington State Board of Accountancy.
CPA review course are intended to review accounting concepts and theory and examine the application of these concepts to various business situations.
Consequently, students entering this certificate must have completed a major/concentration* in accounting at City University or another university.
Students must consult with the State Board of Accountancy for their state's specific requirements for sitting for the exam.
*An accounting major or concentration consists of a minimum of courses in the following areas: intermediate accounting series, cost/managerial
accounting, individual and corporate tax, audit, and business law. Courses in accounting theory, advanced accounting, and accounting case studies
are also very helpful in understanding material presented on the CPA exam. These courses should be master's level or 300 or 400 level if they are
undergraduate courses. They should have a letter designation of "AC", or "ACC" specifying they are courses intended for accounting majors.
|
| AC 520 | CPA Review - Financial Accounting and Reporting (FAR) | 3 |
This course provides coverage of topics historically addressed in the Financial Accounting & Reporting section of the Uniform Certified Public Accounting (CPA) examination. Knowledge and understanding of Generally Accepted Accounting Principles (GAAP) in relation to business entities, government entities, and not-for-profit organizations is emphasized. Application of knowledge using analytical skills and evaluation techniques will be required. Take this course immediately before sitting for the corresponding section of the CPA exam. This course is offered only in the online Distance Learning (DL) format. Prerequisite: Completion of an accounting major or concentration from City University or another university before taking AC 520. |
| AC 521 | CPA Review-Regulation (REG) | 3 |
This course provides coverage of topics addressed in the Regulation section of the Uniform Certified Public Accounting (CPA) examination. Topics covered include business law, professional ethics, legal responsibilities, and federal taxation. You will be required to analyze information, identify relevant data, and formulate recommendations and conclusions. Take this course immediately before sitting for the corresponding section of the CPA exam. This course is offered only in the online Distance Learning (DL) format. Prerequisite: Completion of an accounting major or concentration from City University or another university before taking AC 521. |
| AC 522 | CPA Review - Auditing and Attestation (AUD) | 3 |
This course covers topics addressed in the Auditing & Attestation section of the Uniform Certified Public Accounting (CPA) examination. Knowledge and understanding of Generally Accepted Auditing Standards (GAAS) in relation to audit and attestation engagements will be emphasized. Take this course immediately before sitting for the corresponding section of the CPA exam. This course is offered only in the online Distance Learning (DL) format. Prerequisite: Completion of an accounting major or concentration from City University or another university before taking AC 522. |
| AC 523 | CPA Review - Business Environment and Concepts (BEC) | 3 |
This course provides coverage of topics addressed in the Business Environment & Concepts section of the Uniform Certified Public Accounting (CPA) examination. This course emphasizes understanding the business environment as a whole in conjunction with analyzing the specific operations of a business. Business structure, economic environment, financial management, information technology, and planning will all be examined when drawing conclusions regarding entity performance. This course should be taken immediately before sitting for the corresponding section of the CPA exam. This course is offered only in the online Distance Learning (DL) format. Prerequisite: Completion of an accounting major or concentration from City University or another university before taking AC 523. |
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Change Leadership
Today's fast-paced, competitive business world requires flexible leaders who are adept at handling
change and finding quick, effective solutions to challenges of all kinds. CityU's Change Leadership
emphasis is specifically designed to help you become an effective change agent. Topics you will explore
include: methods of creative problem solving; learning how to confront difficult situations; leadership
synthesis; leading change in diverse organizational cultures; and ethical leadership.
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| MAL 515 | Organizational Systems Coaching | 3 |
This course focuses on organizational coaching from a whole-systems perspective and explores coaching theories and models useful for individual and task force professional development, development of individual and organizational goals, evaluation and monitoring of goal attainment, strategic process, and leadership effectiveness. Empowerment and motivation processes will be explored to prepare you to become an effective change agent. You will learn how to confront difficult situations and reinforce motivational behaviors. Critical thinking will be introduced to expose you to the art of systems thinking as a method of creative problem solving. |
| MAL 525 | Synthesizing Leadership | 3 |
This course will synthesize the challenge of leadership. Leaders are faced with a multitude of challenges from relationship building, participatory leadership, building trust, collaboration, delegation, training, and professional development. You will explore role-modeling, shared vision, process evaluation, empowerment, and methods to create a foundation of mutual respect and trust that empowers internal and external stakeholders to positively embrace your organizational mission and vision. |
| MAL 535 | Leading Change in Diverse Organizational Cultures | 3 |
This course will explore diversity of individual and organizational perspectives as a catalyst to understanding and applying differences as a method of continuous process improvement. You will be challenged to strengthen and widen your definition of leadership from insightful examples and sharing of best practices. Decision making will be analyzed in the context of applying executive and emotional intelligence with diverse perspectives that challenge you to develop sustainable growth as a leader in a learning organization. Change management will be explored in context of a leadership challenge of balancing risks and opportunities through collaboration with stakeholders. Students explore emerging change management issues through systematic perspectives and discussions. You will develop a plan to transform a culture and sustain excellence. |
| MAL 545 | Ethical Leadership | 3 |
This course focuses on values-based thinking with an overview of legal and ethical considerations encountered by leaders. Professional understanding, internal and external politics, and personal integration are explored in the context of effective decision making and moral leadership. Personal, organizational, and societal influences will be examined. |
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Finance
If you're seeking a career or greater opportunities with a large financial organization such as an
insurance company, bank or brokerage house or work in an area managed by a corporate treasurer, CityU's
Finance emphasis will provide you with the knowledge and skills you need to accomplish your goals. This
emphasis is specifically designed to help you understand the ins and outs of capital formation and
corporate management; how the markets in securities and capital investments work; the role of banking
in business development; and the importance of financial management in public and not-for-profit organizations.
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| FIN 541 | Capital Formation and Corporate Management | 3 |
In this class students will understand and be able to analyze the appropriate use of methods of capital formation. The Financing of new and growing ventures has, along with most economic activity become global as well as local in scope. Venture Capital firms, Angel Investors, Capital Management Companies, Investment Banks, and other entities now operate everywhere, and their impact on capital formation and corporate management is profound. In addition to describing how these methods of capital formation function, this course will survey the methods used to implement mergers and buyouts when they are adopted as part of a company's strategy. Prerequisites: MBA 530, MBA 535, and MBA 540. |
| FIN 542 | Banking and the Movement of Capital | 3 |
In this course students will learn the role of banking in business development and management. From the use of micro-loans in developing economies, through local and regional service banks, to the role of national and multi-national institutions, students will learn how banks function. Special topics will include investment banks and the function of institutions such as the International Monetary Fund and the World Bank. The global flow of capital, in part facilitated through the back offices of global banks, has tied the world's economies. Prerequisites: MBA 500, MBA 530, MBA 535 and MBA 540. |
| FIN 543 | Equity Markets and Debt Instrument Management | 3 |
In this course students will learn how the markets in securities and capital investments work in detail. The course will also describe how securities are valued, how portfolios are managed, and the role of debt instruments such as bonds. Finally, the dynamics of behavioral finance, and its effect on trading and value will be surveyed. The trading of stocks and bonds has become global. The market in equity and debt instruments now is a 24 hour system. This course takes a comprehensive overview look at how markets are organized and how trading occurs. It establishes a framework for understanding how existing markets are established, how trading occurs in them, and how they evolve over time. The skills learners will gain will have profound long tem impacts on their personal lives as well as in their professional responsibilities. Prerequisites: MBA 530, MBA 535, MBA 540. |
| FIN 544 | Financial Management of Public and Not-For-Profit Organizations | 3 |
In this course the student will explore key finance issues in public organizations and not for profit corporations. The broad content will include public sector bonding and levying fees, to the role of philanthropy funding in major Non Governmental Organization [NGO] operations. Different methods of budgeting and accounting from corporate methods will also be presented. The role of finance in the public and not for profit sectors has become central to the stability of the world economy. On the local level, governments and not for profit corporations provide critical services. Internationally, NGOs play major roles in mediating key global problems. Governments financed projects, from the Five Gorges Dam in China, to the new tide regulation project in Venice and to the rebuilding of Port infrastructure in Seattle, have wide ranging local and global impacts. Prerequisites: MBA 530, MBA 535 and MBA 540. |
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Global Management
Our global management emphasis is designed to provide you with an in-depth analysis of the various types of
management and leadership so that you can become a more well-rounded manager, one who is better equipped to
excel and meet the many different kinds of challenges encountered in today's ever-changing global marketplace.
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| ITMGMT 540 | Managing the Technology Enterprise | 3 |
Managing the technology enterprise as a business will be the focus of this course. Students will gain critical business acumen by looking at the global economy from the perspective of planning and executing a strategic direction for IT. Specific topics will include trends in globalization, government policy and international issues with technology deployment, outsourcing of the workforce, intellectual property laws, and global economic factors. Students will bring all of these perspectives together with a case study approach to planning and monitoring the performance of an IT function against a balanced scorecard that drives business growth. At the end of this course, students will have a broadened perspective of the role of IT in the global economy. Prerequisite: ITMGMT 500 and 601. |
| MC 584 | Human Resource Management | 3 |
This course covers the optimum organization and employment of human resources to accomplish strategic organizational objectives; personnel functions in recruitment, selection, training, promotion and succession planning; relevant behavioral research; legal environment; comparison and contrast of the public and private sectors. |
| PM 513 | Project Managers as Change Agents | 3 |
Organizations cannot remain static in today's ever-changing business environments. To do so would result in business failure. Projects and project managers aim to address this concern. With the understanding that projects are change endeavors, project managers are change agents and are looked to for leadership in times of business transition. With focus on diagnosing the root causes and need for organizational change, the personal psychology of change, and why change efforts commonly fail, this course enables the student to be an effective contributor and change agent in a constantly changing organization. To accomplish this aim, various organizational change management and business transition theories, concepts, techniques, and interventions are explored. Each student will define differing change management approaches most effectively applied in varying organizational situations and will create a business transition and change management strategy along with an integrated project plan and schedule that addresses the need for change and its interdependencies in complex business systems of today. |
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One of the following
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| MAL 545 | Ethical Leadership | 3 |
This course focuses on values-based thinking with an overview of legal and ethical considerations encountered by leaders. Professional understanding, internal and external politics, and personal integration are explored in the context of effective decision making and moral leadership. Personal, organizational, and societal influences will be examined. |
| MAL 560 | Global Leadership | |
This course explores global leadership strategies to achieve global competitive advantage. Cross-cultural training, relationship-building, and expatriate management will be examined. You will be exposed to specific leadership and personality traits, methods of processing and classifying information, communication strategies, and training necessary for developing positive presence in the global arena. |
| MAL 570 | Leading Teams | 3 |
This course explores the art of team building with face-to-face, global, and virtual teams. Collaboration provides whole-systems thinking and analysis that presents an opportunity for a win-win decision-making process that mutually benefits all stakeholders. Local and global project planning will be explored through effective application of human capital and communication strategies. Students will be exposed to different style of thinking. Managing team idea exchanges will be evaluated. Practical techniques for leading, coaching, and motivating collaborative teams of technical and non-technical professionals will be discussed and practiced. You will evaluate methods that foster team synergy and promote high performance teams.You will learn methods of creating cohesive and emotionally intelligent teams. Benefits of chartering for team effectiveness will be explored. |
| MAL 585 | Global Systems | |
As the world becomes smaller, the traditional view of the organization as a system is changing. This traditional organizational systems view must now evolve to consider its global system attributes. This course will reflect on the changes that globalization is having on the enterprise as it expands to include international partners, globally virtual employees and outsourced / offshored projects. Student will conduct a traditional systems analysis of their organizations and examine mental models, shared visions, and team learning practices from a global perspective. |
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Hospitality Management
Get the professional edge in the exciting field of Hospitality Management. City University of Seattle is offering a M.B.A.
with an emphasis in Hospitality Management at our location in Switzerland. This intensive program will prepare you for a
management career in the hospitality, tourism and service industry. Our program includes the opportunity for two terms of
practical study in the hospitality industry through our partner the Swiss Hospitality School. Known for excellence in hospitality,
Switzerland is the perfect place to learn from the best in the industry. Through our program, you’ll get the competitive
advantage by completing our practical training in Swiss restaurants and hotels. If you’re currently working in the hospitality
industry or looking to get into this growing field, the emphasis in Hospitality Management is for you.
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| MBA 561 | Hospitality Management Business Practical Application I | 3 |
Please check back soon for the full description of this course. |
| MBA 566 | Hospitality Management Business Practical Application II | 3 |
Please check back soon for the full description of this course. |
| MBA 605 | Hospitality and Organizational Management | 3 |
Please check back soon for the full description of this course. |
| MBA 606 | High Performance Hospitality Management | 3 |
Please check back soon for the full description of this course. |
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Human Resource Management
With this emphasis in HR management, you will be able to apply thte skills you learn in class directly to your job. You'll
take focused coursework that will provide you with a broad and comprehensive knowledge base of the HR subject areas. This
program will also help prepare you to be better equipped for the PHR/SPHR/GPHR certification exams offered by the HR Certification Institute.
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| HR 508 | Employee Staffing, Training, and Development | 3 |
This course examines staffing, training, and organizational development techniques organizations use to build group and individual skills while tying anticipated results to improvements in organizational effectiveness. The course also focuses on policies and procedures for both short- and long-range human resource planning for a competent work force, job analysis, legal compliance, recruitment and selection, employee separations and retention, training, and career management. |
| HR 510 | Employment and Labor Law | 3 |
This course focuses on current legislative and administrative requirements imposed on business in the area of employment and labor relations. Emphasis is on areas regulated by the Equal Employment Opportunity Commission, National Labor Relations Act, and Federal Labor Relations Board. Topics include the following: Fair Labor Standards Act, employee benefits, tort and law issues of particular concern to human resource managers, labor laws, collective bargaining, contract negotiations, and unfair labor practices. |
| HR 512 | Compensation and Benefits | 3 |
The course examines contemporary issues and problems in compensation and benefits management and surveys concepts and processes for compensating employees. Topics include indirect and direct compensation, legally required employee benefits and voluntary programs, governmental regulations, and external social factors affecting compensation. |
| MC 584 | Human Resource Management | 3 |
This course covers the optimum organization and employment of human resources to accomplish strategic organizational objectives; personnel functions in recruitment, selection, training, promotion and succession planning; relevant behavioral research; legal environment; comparison and contrast of the public and private sectors. |
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Marketing
If you're seeking employment or greater opportunities at an advertising agency, marketing research
organization, or in the marketing department of a manufacturing or service company, CityU's Marketing
emphasis can help you achieve your goals. Topics you will explore include: strategic brand creation and
management; consumer behavior; channel management; and public relations and media management.
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| MK 526 | Strategic Brand Creation and Management | 3 |
This course introduces students to the concept of brand and branding. The course examines the brand concept, recognizing brand management as a critical component in the development of successful marketing strategies and execution of effective marketing plans. The course provides understanding of how consumer behavior and culture influence the creation and management of a successful brand, product, or product category. The course explores brand-product strategies and research techniques and analytical processes contributing to the advent and management of effective and successful brand-product strategies. Course emphasis is on utilization of data rather than its collection. This course is designed to build on and apply conceptual tools acquired in MBA 525 and relate them to brand creation and management. Class projects include a group brand design project integrating content throughout the course and an individual brand portfolio assessment providing opportunity to analyze selected brands in greater detail. Prerequisite: MBA 525. |
| MK 527 | Consumer Behavior | 3 |
This course examines the consumer behavior process and what, when, why, where and how consumers choose products and services. It explores how consumer behavior is influenced by marketers' actions. The different steps in the consumer behavior process will be evaluated to gain awareness of how various products, services and circumstances can be adapted for managerial decisions on segmentation and positioning. The relationship of consumer behavior to marketing research is addressed promoting clarity in the selection of research methodology, question design and selection and the interpretation and analysis of consumer responses to such questions. Class projects include a team project focused on discovering an unmet consumer need and designing a product and marketing plan to address that a need. Prerequisite: MBA 525. |
| MK 528 | Channel Management | 3 |
This course examines strategic issues involved in managing marketing channels. Interrelationships between manufacturers, wholesalers and retailers are assessed to bring insight to the challenge of channel cooperation, conflict, coordination and control, and power relationships. Strategic distribution choices and the management of interorganizational relationships are investigated to assist in the development of systems and behavioral approaches that enable customers to be serviced at higher levels at a lower total cost. Class projects include a team project focused on identifying and solving a channel conflict by developing a channel management plan to address or resolve the conflict. Prerequisite: MBA 525. |
| MK 529 | Public Relations and Media Management | 3 |
This course examines theories of public relations, historical development of the field and role in society, function, and the influence of public relations on marketing strategy and corporate and organizational effectiveness. Emphasis on the relationship between policy formulation and the communication process is applied. How concerns and issues of the organization's various publics are identified and managed through the planning process and implemented in information and public relations programs is addressed. Message selection, choice of appropriate media technologies, design, strategies, budgeting and follow-up structures is investigated. Interaction between Public Relations and media is probed including how organizations develop collaborative and cooperative media relations with press, broadcast, internet and other outlets. Class projects include a team project identifying a concern or an issue for advocacy of an organization's publics and developing a PR Campaign Plan to advocate on behalf of the issue or resolve the concern or conflict. Prerequisite: MBA 525. |
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Practicum
Our standard MBA (with practicum) provides you with the opportunity to explore a specialty area
with your electives yet still focus on the overall business plan process. You will also gain valuable
real world experience working with real businesses, and addressing real issues. You will conclude
the program by polishing your presentation skills and presenting your business plan to an outside
panel of evaluators.
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| MBA 560 | Practical Business Application I | 3 |
In this course you will prepare for your application project. You will exercise the interviewing, project planning, proposal writing and other skills learned in the program in a real world situation. Prerequisites: This course is to be taken at the end of the MBA program after all of the required MBA core courses. Exceptions to this policy will require the approval of the MBA Program Director. |
| MBA 565 | Practical Business Application II | 3 |
In this course you will complete your application project and write up the results. You will spend time reflecting on your leadership and management style as it has evolved throughout the program. You will polish your presentation skills by presenting your Practicum results to an outside panel of evaluators. Prerequisites: This course is to be taken at the end of the MBA after all of the required MBA core courses. Students must have completed MBA 560 or be enrolled concurrently in this course. |
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Elective courses
Choose six credits of approved graduate level elective coursework.
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6 |
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Project Management
Project management is a rapidly growing career field that is recognized and relevant in a broad range of disciplines
and industries around the world, including government, military, manufacturing, transportation, health care, information technology and education.
City University of Seattle is recognized by the Project Management Institute (PMI) as a Global Registered Education Provider. As such, you will
gain credits toward PMI certification while attending class. In addition, you will be involved in a globally recognized professional development
organization that aids in the networking that is critical to support your career development.
With this emphasis in your MBA, you will be qualified for project and program management roles in a wide variety of organizations.
(Note: Prerequisites for the following four emphasis courses will be waived for MBA students.)
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| PM 504 | Project Planning and Control | 3 |
Effective planning is central to project management success. This course will examine project scope and schedule development processes based on the Project Management Body of Knowledge (PMBOK). Advanced schedule development processes will be addressed, enabling the student to create a Work Breakdown Structure and to define and sequence activities into a project schedule. Scheduling techniques such as the use of activity calendars and the application of baselines for analyzing schedule performance against plan will be covered. The student will also explore the basic concepts of portfolio management, the use of project control techniques in managing multiple projects, and learn how to make effective project presentations. The assignments and core concepts in PM 504 are continued in PM 507. Prerequisite: PM 501. |
| PM 512 | Applying Advanced Project Management Tools and Methods | 3 |
This course ensures a ‘master level' understanding of key tools and project management methodologies in the project and program manager's toolbox. Students will first learn to evaluate the use of various project management methodologies (waterfall, agile, six sigma, PRINCE) to use in varying business and project situations. The student will then learn how to evaluate and select the right suite of project management tools based upon what is being measured, project or program structures, local or distributed team environments, and alignment of tools to business goal achievement. Both strategic tools (portfolio maps, roadmaps, complexity assessments, strategy alignment matrices) and operational tools (budget reports, time management tools, program maps, project dashboards) will be applied in this course. Prerequisites: PM 501, PM 504, and PM 507. |
| PM 513 | Project Managers as Change Agents | 3 |
Organizations cannot remain static in today's ever-changing business environments. To do so would result in business failure. Projects and project managers aim to address this concern. With the understanding that projects are change endeavors, project managers are change agents and are looked to for leadership in times of business transition. With focus on diagnosing the root causes and need for organizational change, the personal psychology of change, and why change efforts commonly fail, this course enables the student to be an effective contributor and change agent in a constantly changing organization. To accomplish this aim, various organizational change management and business transition theories, concepts, techniques, and interventions are explored. Each student will define differing change management approaches most effectively applied in varying organizational situations and will create a business transition and change management strategy along with an integrated project plan and schedule that addresses the need for change and its interdependencies in complex business systems of today. |
| PM 508 | Managing Risks: Project and Business | 3 |
Risks associated with cost, schedule, quality, and performance are prevalent in project work and therefore need to be managed. This course exposes students to a plethora of project risks and the means for effective mitigation. Specifically, students will investigate principle theories and practices of risk management to learn the latest techniques for identifying, assessing, and evaluating trade-offs to manage the various types of risk associated with a project. These theories and practices will help students plan and predict potential project issues and have ready-to-implement mitigation plans if and when risk events materialize. From such work, students will learn about the impact of project risk as it relates to the probability of failure to achieve the business goals associated with the project and further determine the potential damage it has to the overall organization. Opportunity risk is also evaluated as it relates to project selection within the portfolio management process and toward achievement of strategic advantage for a business. |
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Sustainable Business
The concept of sustainability needs to be an important consideration for business today and into the future.
It will become a larger part of all our lives as we explore ways to maintain economic growth while maintaining a
healthy planet. City University of Seattle's sustainable business emphasis provides skills that all business
managers and leaders will need going forward as companies in the global marketplace increase their efforts to
implement sustainable practices and achieve greater social justice. If you wish to play an active, more meaningful
leadership role in tomorrow's business world, this emphasis is for you. You may also choose to take one additional
class (ITMGMT 550 The Responsibilities of Global Citizenship) to earn a Graduate Certificate in Sustainable
Business in addition to your M.B.A. degree.
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| MBA 575 | Environmental and Corporate Responsibility | 3 |
As future business leaders, it is important that students understand the problems that they will be facing as well as the changing landscape in which they will conduct business. This course introduces students to the impacts that both individuals and corporations are having on the environment and helps them understand the urgent need for solutions to today’s environmental problems. Business leaders of both today and tomorrow are going to be faced with unprecedented environmental and social challenges that can no longer be ignored. This course not only presents an overview of environmental problems but challenges students to begin to think about possible solutions. |
| MK 575 | Marketing in the New Economy | 3 |
This course introduces the basic concepts of sustainable or green marketing with a focus on how businesses can incorporate sustainable concerns into their marketing and management programs. The ultimate aim of the course is to provide students with an understanding of tools to address sustainable values in all aspects of marketing to improve the performance of the firm. The potential and pitfalls of sustainable marketing will be explored in an international context with theory, cases, readings, and examples from current industrial situations. Topics will include green consumerism, environmental and sustainable certification and labeling, chain of custody issues, trends in green building, life cycle analysis, product development, stakeholder engagement, promotions and public relations, and segmentation to develop niche strategies for environmentally conscious consumers. |
| MBA 580 | Environmental Accounting | 3 |
The first purpose of this course is to provide students with a basic understanding of the types and behavior of business and environmental costs; how these costs are collected and measured; and how they are incorporated into decision models for business purposes. This course examines the principles of finance and financial techniques for effective management decision-making in the organizations that follow a triple-bottom-line approach. The focus is on understanding and analyzing financial information such as carbon credits and stakeholder issues and integrating them into effective financial decisions. Topics include forecasting; green investing; cash and capital budgeting; working capital management; non-profit metrics, carbon credit and similar markets and risk management. Prerequisite: Students must have completed a basic financial management class, MBA 530, or be enrolled concurrently in the course. |
| MBA 585 | Sustainability and Business Opportunity | 3 |
This course examines how to move from an idea to the successful launch of new sustainable ventures, either by starting a new enterprise or leading a new initiative within an established business. Students will analyze new models of business leadership that emphasize environmental concerns, ethical and ecological considerations, and a long-term sustainable time horizon as starting points to become a successful entrepreneur. The focus will be on how to achieve desired outcomes in areas such as alternative energies, clean technology, and social entrepreneurship. Students will analyze sustainable business plans to evaluate the extent to which they support sustainable entrepreneurship and will use this analysis to develop sustainable business plans of their own. Course Entry Requirements: Completion of or concurrent enrollment in MBA 530 or equivalent, or by Program Director's approval. |
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Technology Management
If you're seeking a career or greater opportunities with a leading technology company or a
technology-driven organization, CityU's Technology Management emphasis will provide you with the knowledge
and skills you need. This emphasis is specifically designed to teach you how to: manage technology projects;
lead, coach and motivate a technology team; analyze a business process and identify opportunities for
technology; and develop a business plan that integrates technology into the business enterprise.
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| ITMGMT 530 | Managing Process Innovation | 3 |
This course will explore information technology innovation from a process perspective. We will begin by looking at the trends that are influencing the future of technology, and then examine what those trends will demand in terms of business and technology process innovations. A variety of process improvement models will be studied, including Capability Modeling, Agile software development, Lean and Six Sigma approaches to continuous improvement and others, all with the goal of assembling a tool kit of techniques and approaches for managing the integration of IT processes with evolving business models. Prerequisite: ITMGMT 500 and 601. |
| ITMGMT 540 | Managing the Technology Enterprise | 3 |
Managing the technology enterprise as a business will be the focus of this course. Students will gain critical business acumen by looking at the global economy from the perspective of planning and executing a strategic direction for IT. Specific topics will include trends in globalization, government policy and international issues with technology deployment, outsourcing of the workforce, intellectual property laws, and global economic factors. Students will bring all of these perspectives together with a case study approach to planning and monitoring the performance of an IT function against a balanced scorecard that drives business growth. At the end of this course, students will have a broadened perspective of the role of IT in the global economy. Prerequisite: ITMGMT 500 and 601. |
| ITMGMT 565 | Leveraging Emerging Technologies | 3 |
This course is designed to allow you to develop the judgment required to examine new ideas in technology and weigh their potential to add value to an industry. Rather than assigning reading and classroom work, this course will engage you in virtual teams to examine real-time trends that are influencing your industries in topics such as biotechnology, rapid prototyping, artificial intelligence, simulated environments, social networking, wireless communications, and many others as technology continues to evolve. You will gain the ability to recognize an emerging technology, propose it to a business leader, and defend your position with a critical examination of its potential to support a business initiative while mitigating the risk inherent in innovation. Prerequisite: ITMGMT 500 and 601. |
| ITMGMT 585 | Leading the Business with Technology | 3 |
This course is designed to position the role of technology manager as a leader in the organization. The course will examine the role of leadership and the essential skills required to influence at the highest levels in the organization. You will be led through a process of developing and articulating a technology vision. You will then conduct a leadership assessment for technology acceptance and develop a plan for educating and influencing business leaders to view technology as a strategic advantage. You will emerge from this course with an evolved perspective of IT's role as more than a support function, but as a partner and leader in the businesses of the future and with a clear line of sight of the career path to CIO. Prerequisite: ITMGMT 500 and 601. |
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The Language-Assisted MBA Program
The M.B.A. is also offered in a language-assisted format for those students whose first language is not English. The program is designed to
support students in building their English skills while taking academic courses. In addition to academic courses, students enroll in ELP
courses which help advanced learners of English improve the quality of their academic and professional English abilities. Research and
critical thinking skills are also emphasized. After completion of the required ELP courses students fulfill City University of Seattle's
graduate English proficiency requirements.
Note: The English proficiency requirement for the Language-Assisted MBA program is slightly lower than that of the regular MBA. However,
if a student cannot meet the English proficiency requirement or would prefer a refresher course, City University of Seattle also offers a
University Preparation English Language Program.
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