MBA 601: Financial Accounting and Control (3 credits)
This course develops a sophisticated and coherent approach to the use of financial accounting information. An examination of the strengths and weaknesses of the information produced in financial reports, the pressures faced by management and auditors as they prepare financial statements, the set of information available to business decision makers beyond the information presented in audited financial statements, the difficulties involved in evaluating decisions after outcomes are known, and the impact of accounting information on strategic decisions. This course provides a broad view of how accounting contributes to an organization and how managers can make optimal use of accounting information, accounting records and systems, and accountants as internal resources.
MBA 602: Marketing (3 credits)
This course demonstrates the role of marketing in the company, explores the relationship of marketing to other functions, and helps students learn to make marketing decisions that match organizational resources and objectives with market opportunities. The course consists of three main parts that correspond to the stages involved in developing a marketing plan: (1) understanding the market, including consumer, competitor, and company analysis; (2) the marketing plan, including market selection, positioning, product, price, promotion, and distribution; and (3) marketing plan implementations.
MBA 701: Communication and Interpersonal Skills: Integrative Seminar (2 credits)
The goal of this seminar is to develop and enhance communication skills in a business environment. Videotapes and individual feedback sessions are an important part of this seminar.
MBA 603: Technology and Operations Management (3 credits)
During this course, business students learn how to develop the skills and concepts needed to ensure the ongoing contribution of a firm’s operations to its competitive position. Typically, this requires the firm to achieve at a minimum cost, quality and economic parity, responsiveness and adaptability to customer needs and desires, rapid time to market, process technology leadership; sufficient and responsive capacity. Topics encompass all elements of coherent operation systems process analysis, cross-functional and cross firm integration, product development, and technology and operations strategy.
MBA 604: Management Sciences (3 credits)
This course introduces modeling and managerial uses of computers for decision making. Three major themes are developed: (1) the building, use and interpretation of computer-based models that aid managers in making decisions; (2) the analysis and interpretation of empirical data for use in computer-based models; and (3) the building and use of organization wide information systems combining technology, data, and models of decision support. Extensive use is made of Excel Spreadsheet software on a personal computer for “hands on” assignments.
MBA 702: Applied Integrative Thinking: Research and Statistical Methods Seminar I (2 credits)
An interdisciplinary seminar centering on specific business issues, this seminar requires students to conduct a multi-company project, an in-depth company case study, a feasibility study for a new business venture, or a strategic plan for a specific company or industry. Students will learn how to conduct and present their projects. Students will complete the project in MBA 706 Applied Integrative Thinking: Research and Statistical Methods Seminar II.
MBA 605: Global Economics (3 credits)
This course uses an integrated conceptual approach to the analysis of the international environment and national economic decision making. It provides students with management frameworks and analytical tools valuable to managers who need to understand the implications for their companies of the economic strategies of countries as diverse as Japan, Mexico, India, and the United States.
MBA 703: Practical Applications of Advanced Leadership Technology (2 credits)
This seminar probes the central ideas of management such as power, leadership, strategy, organizational structures, and group behavior. The readings explore the “nonmarket” aspects of work and life, provide character studies of decision makers, and show the consequences of insensitivity to the realities of the market place, the limits of laws, and the consequences of managerial decisions.
MBA 606: Competition and Strategy(3 credits)
Students learn how to develop skills for formulating strategy in this course. They work through in-depth analysis of industries and competitors, the prediction of competitive behavior, and techniques for analyzing how firms can develop and sustain competitive advantage over time.
MBA 607: Finance (3 credits)
At the core of this course is the role of finance in supporting the marketing, production, and other functional areas of a corporation, while also fostering an understanding of how financial decisions themselves can create value. Topics include the determinants for demand for corporate securities, risk and return trade-offs, the valuation of financial assets and liabilities, capital budgeting, corporate capital structure, dividend policy, the valuation and use of derivative securities, and risk management.
MBA 608: Ethics, the Law and the Business Environment (3 credits)
This course is designed to encourage students to think critically about the broader context and consequences of the decisions they will make as managers. To this end, the course first develops the argument that ethical considerations are important in the decision-making process. Second, the course develops analytical reasoning skills that enable the student to identify and weigh competing ethical concerns in the managerial decision-making process. And lastly, through specific examples and case discussions, the student is made aware of the importance of the interdependence of markets, ethics, and law in a democratic free-market society.
MBA 704: Understanding Business through a Study of History and Politics: Integrative Seminar (2 credits)
An exploration of history, culture, and political forces and how these factors have shaped business realities
MBA 705: Persuasion and Presentation Skills: Integrative Seminar (2 credits)
The goal of this seminar is to develop and enhance student’s abilities to present professionally and develop skills in persuasion and effective communication. Videotapes and individual feedback sessions are an important part of this seminar.
MBA 706: Applied Integrative Thinking: Research and Statistical Methods Seminar II (2 credits)
Students complete the project begun in MBA 702: Applied Integrative Thinking: Research and Statistical Methods Seminar I in this seminar, as well as further hone their abilities to critically examine relevant business issues, statistical methods and research approaches as they relate to each others’ projects.
MBA 651: International Financial Reporting and Control (3 credits)
This course analyzes different national accounting standards militate against the efficiency of international capital markets and may even impair the ability of corporations to compete effectively for capital in those markets. This course will address this important issue, as well as the issue of how to measure the performance of a multinational organization. This course will cover the major issue in international accounting and transnational decision making. Topics such as foreign currency translation, foreign-exchange risk management, performance evaluation of foreign operations, transfer pricing, and tax issues will be explored. (Prerequisite is Financial Reporting and Control.)
MBA 750: Power, Culture and Leadership (3 credits)
This course focuses on helping individuals understand and come to terms with a number of important questions concerning the exercise of leadership. First, while the development of power and influence is essential for effective management, what role do these play in the exercise of leadership? Second, how is leadership impacted, and how does it in turn impact organizational culture? Third, how can the leader engage in creative destruction and renewal of organizations? Fourth, what is the value of corporate path-finding and vision? Finally, what impacts do individual and collective leadership in organizations have on each other?
MBA 751: Power and Authority: From Machiavelli to Bill Gates (3 credits)
Power and authority will be explored from both empirical and theoretical perspectives. The course will examine why people gravitate toward power relationships, as well as how and why power is exercised in organizational settings. The use and abuse of power will be explored. Guidelines will be developed to exercise leadership within the political realities of complex organizational life.
MBA 753: Leadership and Managers: E'er the Twain Shall Meet (3 credits) (Same as OBHR 507)
The human side of the enterprise and how managers become effective leaders is the focus of this course. A multidisciplinary approach will be used to explore topics such as the nature of leadership, the difference between leaders and managers, different constraints on male and female leaders, achieving styles that help leaders to accomplish their goals. Using both classical and contemporary literature, the course will look at new demands and relevant strategies for tomorrow’s leaders. Individuals will be helped to identify their leadership style.
Entrepreneurship
MBA 800: Entrepreneurial Finance (3 credits)
This course will enhance students’ understanding of the relationship between finance and entrepreneurship in national and international contexts. It will explore the relationships between investment, financing, and organizational decision-confronting managers and it will discuss methods to improve the practice of finance in entrepreneurial firms and in more mature firms.
MBA 801: Entrepreneurial Management (3 credits)
This course provides the knowledge, skills, and attitudes needed for students to pursue entrepreneurial opportunities in spite of significant resource constraints and uncertainty. Topics to be covered include developing a framework for understanding and evaluating opportunity, creating alternative strategies for resource acquisition, acquiring an existing business, facing the challenges associated with managing a growing enterprise and harvesting value.
MBA 802: Entrepreneurial Creativity and Organization (3 credits)
Creativity is the production of novel, useful ideas in any endeavor. Innovation is the successful implementation of those ideas. In a world of accelerating change and fleeting opportunity, creativity and innovation are critical aspects of every manager’s job, especially for the entrepreneur, given the need for inventiveness in situations where standard approaches often fail, where no formulas for success exist, and where one good idea must be closely followed by another. Here students will use a conceptual framework for understanding the elements, value, and primary determinants of creative behavior. They will learn specific techniques for recognizing and fostering creativity in themselves and those they lead.
MBA 803: Entrepreneurial Innovation and Change (3 credits)
A critical task in an age of rapidly changing markets and technologies is the ability to lead and manage organizational change. The challenge is not merely to respond to these environmental changes but to take advantage of them. Unfortunately, many organizational change efforts fail, resulting in loss of competitiveness or business failure. The purpose of this course is to understand why this is so and what leaders can do to anticipate and create the needed organizational changes rapidly and successfully. Real-life cases will be emphasized.
MBA 850: Corporate Finance and Strategy (3 credits)
A rigorous quantitative course covering topics in financial markets and corporate finance, this course develops the basic principles of financial valuation and analysis and applies these concepts to professional problems of financial management in domestic and international settings. Topics include the structure of financial institutions, the operations of debt and equity markets, some principles of capital budgeting, basic portfolio theory and professional risk allocation strategies, and an introduction to derivative security markets and their role in risk allocation.
MBA 851: Financial Risk Management (3 credits)
This course analyzes the risks and returns in international treasury operations. Topics include price risk and return, various kinds of credit risks, liquidity risk. The strategies of liability diversification and asset securitization in international settings are considered. The multicultural aspects of ethical issues for firms and individuals are also discussed.
MBA 852: Tax Factors in Business Decisions (3 credits)
This course provides a perspective on taxation as a force affecting business policy. Students will explore the “costs” of seizing a particular tax benefit, and gain insight into the federal government’s use of taxation as an instrument of social and economic policy. Topics to be covered include the mental processes of lawyers, judges, and legislators, corporate, securities, trust and estate law, the definition of income, tax vs. financial accounting, the criteria for deductions, executive compensation policies including tax sheltered investments, the choice of form of business organization incorporation (tax impact and capital structure) corporate distributions corporate combinations (e.g. tax free mergers, stock, and assets acquisitions, and recapitalizations), and wealth transfers.
MBA 900: Designing, Managing and Improving Operations (3 credits)
This course focuses on tools, techniques, and frameworks necessary to design, manage, and improve operations in a broad range of industries, and on providing critical knowledge to take effective action. This course will not only review operations in the traditional sense (physical flows, equipment selection, and worker management), but also the newer approaches such as information flows, computer systems, and knowledge workers. Processes, methods, procedures and systems of operations will be explored.
MBA 901: Coordinating and Managing Supply Chains (3 credits)
This course focuses on the production and delivery of products and services through the coordination of tasks performed by various individuals. Topics include supply chain fundamentals (inventory management and production planning) transportation, channel information flow management, retailing operations and financial performance, supply chain intermediaries, and the impact of incentives and market imperfections on supply chain operations.
MBA 902: Operations Strategy (3 credits)
This course will examine in depth, operations across the value chain, and the role of operations in business strategy and competitive advantage. Students will develop the ability to identify and frame complex strategic issues in operations, design strategies that address those issues, and take effective action to achieve the full potential of the decisions.
MBA 903: Measuring and Driving Corporate Performance (3 credits)
This course provides the tools and techniques for successfully implementing productivity enhancement and cost control/cost reduction initiatives. The tools include designing and using measurement systems and incentive systems in any size company whether it is a manufacturing or service company. Topics include measuring profitability of operations and market segments, total quality, organizational learning, new product and service design, cost reduction and business process improvement
MBA 904: Enhancing Quality and Productivity (3 credits) (Same as OBHR 904)
This course explores factors affecting human performance within the context of planned change in organizations. Fundamental concepts and methods of quality and productivity improvement are examined. Forces that make quality and productivity critical organizational issues are examined. Multi-disciplinary approaches to assess and improve the ability of employees to learn new skills and work within teams are explored. Knowledge of individual learning theory is a prerequisite to working effectively with groups and whole organizations, and therefore, is discusses.
MBA 907: Managing Product Development (3 credits)
This course focuses on tools, techniques, and concepts necessary in managing and improving development processes in product and service-based businesses. Students will gain experience in conceiving, designing, and developing new products and services. Topics covered include laying a foundation of knowledge and capability, understanding customer needs, creating innovative product or service concepts, managing experimentation and prototyping, and launching new products and services.
MBA 950: The Design of Strategy (3 credits)
This course examines the fundamental ideas essential to the development of organizational strategies that create competitive advantages, which are sustainable over a period of time. This course will (1) identify forces driving industry competition; (2) assess competitors and their potential response to a company’s proposed actions; (3) identify strategies superior to those of competitors for creating value for customers; (4) identify, develop and leverage strategic core competencies; and (5) design a mission, goals, and functional policies that create a distinctive competitive advantage. These issues will be examined in both the domestic and global context.
MBA 951: International Business Strategies (3 credits)
This course covers some of the distinctive business problems arising in a company operating in a global environment. Topics include the reasons for extending activities abroad and alternative forms of entry and organization including licensing, acquisition, and joint ventures. Attention is given to financing, capital structures and budgeting, taxation, transfer prices, and income determination. The evolving character of organization structures, from international divisions to worldwide product lines, and the extent of delegation of authority are analyzed, along with complex problems of government relations, issues of culture, and differing ethical standards.
MBA 952: The Coming of Managerial Capitalism (3 credits)
This course explores the development of modern management and business by examining institutions that have affected business activity (e.g. government agencies, labor unions); and analyzes changing perspectives on American Capitalism and their impact on the business environment.
MBA 953: Economic Strategies of Nations (3 credits)
This course focuses on identifying and comparing the economic strategies of nations. Students will learn to evaluate economic prospects and strategies of various countries. Factors such as resource mobilization, and policies that dictate allocation of resources will be explored.
MBA 975: Globalization (3 credits)
The purpose of this course is to examine the challenges and opportunities created by globalization for both large and small firms. Large firms with overseas operations have the opportunity to gain global efficiency, but face the challenge of achieving local responsiveness and worldwide learning for competitive advantage. Small firms, which have traditionally focused on domestic markets and relied on exports and licensing for overseas business, face intensified international competition in their back yards, but also enjoy the potential that an increasingly multicultural and integrated global economy offers to those who can master new communication technologies and new ways of thinking and acting.
MBA 977: Managing New Opportunities in Emerging Markets (3 credits)
This course is designed to help students do business in emerging markets. This course uses economic tools and frameworks to understand the challenges facing managers in emerging markets, and to understand how industries evolve in these markets. Topics include evaluating diverse political environments and legal structures, considering the impact of currency fluctuations and trading regimes, and understanding widely disparate cultures and business norms.
MBA 876: Corporate Diplomacy: Managing the External Environment (3 credits)
Top leaders utilize the skills of diplomacy to insure success in today’s marketplace. This course provides the tools necessary to succeed as a corporate diplomat. Topics covered include negotiation, coalition building, persuasion, and intervention. These skills will be applied to high level tasks such as undertaking new international markets, negotiating joint ventures and mergers, influencing legislation, and managing crises.
MBA 877: Negotiating International Deals (3 credits)
This course examines advanced skills needed to conduct financial and international business transactions. Topics include: (1) Deal crafting – structuring transactions that create sustainable value; (2) cross-border and cross-cultural deals; (3) analyzing the other side’s internal decision-making and internal functioning; (4) the logic and psychology of strategic interaction in negotiation; and (5) assessing value.
MBA 878: Conflict and Negotiation: Theory and Practice (3 credits)
Theoretical foundation for understanding negotiation theory and tactics is developed. The course then goes on to explore and assess applied strategies and tactics for successful negotiations. Group, individual and video sessions are an integral part of this course.
MBA 879: Negotiating Complex Deals and Disputes (3 credits)
This course will deepen students’ understanding of the dynamic process of negotiation where values and positions shift significantly. Students will learn analytic and interpersonal skills in unstructured situations where learning, adapting, and persuading is essential for success. Students will learn to recognize the interplay of external negotiations with customers, joint ventures, regulators etc and internal consensus building with colleagues. Topics include the benefits and costs of innovative dispute resolution techniques such as arbitration and mediation. Students will test their own strengths and weaknesses as negotiators in order to enhance their personal effectiveness.
MBA 925: American Public Policy Making (3 credits)
This course examines the how and why of public policy making. The purpose of public policy will be reviewed and the area it has grown to encompass will be discussed. The course will take an in-depth look at the processes involved in making public policy in the 21st century. Students will be asked to question the scope of public policy making as well as the process that exists at different levels of government today.
MBA 929: Developing and Implementing Public Programs (3 credits)
This course will be reviewing where “the rubber meets the road” in the public sector. The efficient and effective delivery of services is one of the toughest issues facing today’s public administrators. Students will be reviewing and working with some of the most innovative public programs, as well as taking a look at new delivery systems for the more familiar programs of public safety and public works.
MBA 933: Public Program Evaluation (3 credits)
This course will provide the tools and techniques for successfully evaluating government programs. It will allow the student to compare the diverse range of public programs on a level playing field. It will also develop a unified format to present an annual report of the programs to the policy makers for their review. This process was developed to eliminate the politics involved in the annual budget process. The course will provide the student with an objective guide to make evaluations on a wide range of public programs.
MBA 935: Public Personnel Administration Practice (3 credits)
This course will review human resource policy that is used in 21st Century America. The course will give students the background they need to deal with personnel problems in the public sector. The course will cover Federal, State and local laws that are pertinent to the subject. Students will learn how to deal with the impact of unions on the public sector workforce. The course will use specific examples and recent case studies to familiarize the students with the latest techniques available in dealing with employees.
MBA 937: Ethics in the Public Sector (3 credits)
This course addresses the moral dimensions of leadership in the public sector. It stresses the application of moral concepts to real-life situations involving ethical dilemmas. The impact of public scrutiny on the day-to-day issues faced by public sector organization will be addressed. The objective is to improve the participant's ability to identify ethical issues, to develop the intellectual concepts essential to a fuller analysis of these issues, and to understand the implications alternative resolutions of the moral dilemmas have for organizational performance and one's credibility and effectiveness as a leader.
MBA 939: Personnel and Organization in Public Bureaucracies (3 credits)
This course will look at different organizational structures and the impacts they each have on the size and make-up of the workforce. It will also review the conditions, both internal and external, that have an effect on governmental systems and how they operate. The objective is to be able to identify the different structures and why they exist, and determine if an alternative structure would better fit the needs of the organization.
MBA 941: Managing Modern Local Government (3 credits)
In this course students will look at the latest models of governmental units. It will focus on new more efficient and effective ways of delivering necessary public services while questioning the need to continue each service just because it was done before. Successful new techniques will be examined to determine if they are the best available service delivery method. Students will learn to question the status quo, and become critical thinkers when reviewing governmental entities.
MBA 943: Regulatory Processes and Administrative Law (3 credits)
This course will focus on the administrative law process in the State of Florida, from local government to State and Federal agencies. The purpose will be to familiarize each student with the agency's mission and their process to carry it out. Students will be asked to work real-life cases that have impacted public sector organizations.
MBA 945: Governmental Finance and Budgeting (3 credits)
At the core of this course is the development and administration of a public organization’s budget. Students will learn how to develop and set priorities, project revenues, and present program based budgeting. Students will see first hand the many different aspects that have a say in public sector budgeting. The class will cover real-life examples of budgeting processes, and present their own complete budget to a public entity.
As the need for specific, targeted and custom designed educational programs that meet the needs of specialized areas of concentration in business, industry, non-profit associations, and groups becomes the standard in the world of higher education, IMPAC University will find itself well ahead of the curve in the design and delivery of such programs.
One of the primary mission objectives of IMPAC University is to provide “practical applications of learned technology” and that is the driving force behind all of our academic and training interventions.
OBHR 501: Principles of Organizational Behavior and Development (3 credits)
This course familiarizes students with models of individual, group, and social change. Major theories of organizational development and behavior are explored. Emphasis is placed on diagnosing the relationship between an organization’s mission and its culture, and facilitating system-wide planned change efforts to improve organizational effectiveness. The interface between the individual, the work group, and the organization is also explored with an emphasis on the importance of communication in the organization.
OBHR 502: Managing Human Resource Flows (3 credits)
This course develops an understanding of how managers can design basic human resource practices that support the strategic objectives of their organization. Students will explore methods to manage the flow of personnel through an organization from entry to exit, including recruitment, selection, evaluation, compensation, and termination. This course will place particular emphasis on linking each of these activities with the firm’s strategic objectives.
OBHR 702: Applied Integrative Thinking: Research and Statistical Methods Seminar I (Same as MBA 702) (2 credits)
This seminar develops skills in defining organizational problems and designing and implementing appropriate research and analysis strategies. Using their own organization as laboratories, students will learn how to define a useful focus for data gathering, identify appropriate sources of data, efficiently analyze data, and present findings in ways that are useful to others in the organization. Students will learn how to conduct interviews, and observations, analyze documents, and develop questionnaires and strategies for conducting action research in an organizational context.
OBHR 608: Ethics, the Law and the Business Environment (Same as MBA 608) (3 credits)
Exploration of business and employment law including contracts, torts, property, secured transactions, commercial paper, and business organizations, labor relations, civil rights, compensation, safety, health, retirement, dispute resolution techniques in a nonunion setting including negotiation, arbitration, and mediation.
OBHR 601: Financial Accounting and Control (Same as MBA 601) (3 credits)
This course develops a sophisticated and coherent approach to the use of financial accounting information. An examination of the strengths and weaknesses of the information produced in financial reports, the pressures faced by management and auditors as they prepare financial statements, the set of information available to business decision makers beyond the information presented in audited financial statements, the difficulties involved in evaluating decisions after outcomes are known, and the impact of accounting information on strategic decisions. This course provides a broad view of how accounting contributes to an organization and how managers can make optimal use of accounting information, accounting records and systems, and accountants as internal resources.
OBHR 703: Leadership Strategies: Integrative Seminar (2 credits)
This seminar probes the central ideas of management such as power, leadership, strategy, organizational structures, and group behavior. The readings explore the “non-market” aspect of work and life, provide character studies of decision makers, and show the consequences of insensitivity to the realities of the market place, the limits of laws, and the consequences of managerial decisions.
OBHR 904: Enhancing Quality and Productivity (Same as MBA 904) (3 credits)
This course explores factors affecting human performance within the context of planned change in organizations. Fundamental concepts and methods of quality and productivity improvement are examined. Forces that make quality and productivity critical organizational issues are examined. Multi-disciplinary approaches to assess and improve the ability of employees to learn new skills and work within teams are explored. Knowledge of individual learning theory is a prerequisite to working effectively with groups and whole organizations, and therefore, is discussed.
OBHR 506: Group Dynamics: Theory and Practice (3 credits)
This course develops skills and knowledge about groups in organizations, interpersonal relations, facilitating groups, and group dynamics. Topics considered include membership, leadership, authority, cohesiveness, goals, attraction, norms, and group process. The use of theory in applied settings is also explored. The course will help students develop skills in facilitating group interaction and group meetings.
OBHR 704: Integrative Thinking and Action Learning Seminar: Part One (2 credits)
Students will develop critical thinking skills through a series of exercises where problems are posed and solved through group participation. Multi-disciplinary perspectives to problems will be shared. Students will bring real world problems from their organizations and develop and design ways to address the problem and solve it through disciplined thinking and research.
OBHR 753: Management and Leadership Development (3 credits)
This course focuses on the unique aspects of management and leadership development. The emphasis is on the essence of leadership and management, including the behaviors, attitudes, and perspectives that distinguish leaders. Effective strategies for developing managers and leaders in the context of modern organizations are emphasized. Leadership dilemmas and issues are analyzed (e.g. ethics, decision making, power and authority, conflict management). The human side of the enterprise and how managers become effective leaders is the focus of this course. A multidisciplinary approach will be used to explore topics such as the nature of leadership, the difference between leaders and managers, different constraints on male and female leaders, achieving styles that help leaders to accomplish their goals. Using both classical and contemporary literature, the course will look at new demands and relevant strategies for tomorrow’s leaders. Individuals will be helped to identify their leadership style.
OBHR 508: Professional Development and Career Planning (3 credits)
Theories of human growth and development and career planning development as a foundation for understanding the developmental challenges facing individuals during their lifespan are introduced. Specific implications and applications are made that relate to how human growth and development are integrally related to career planning and organizational life. Students will become familiarized with various self-assessment tools and diagnostic instruments to evaluate data on their own working histories, interests, skills, and values.
OBHR 701: Building Communication and Interpersonal Skills: Integrative Seminar (Same as MBA 701) (2 credits)
This seminar is designed to develop communication skills in students using an experiential framework –topics such as active listening, focusing and following communication, and handling conflict will be explored and practiced.
OBHR 509: Training and Development (3 credits)
Employee training and development are critical to an organization’s success in today’s rapidly changing world. This course focuses on methods used to assess an organization’s training and educational needs, and designing and implementing training programs to address these needs. Analysis and application of adult learning theories in relation to program design are explored. Methods of instructional design and course development are emphasized. Topics include linking training to organizational goals, objectives and strategies; cost/benefit analysis of training, training needs assessment’ training design considerations and learning principles; training methods and process; and training evaluation. Relevant laws and regulations will also be covered.
OBHR 510: Compensation and Benefits (3 credits)
In this course you will master a variety of approaches to determining and implementing equitable wage and salary programs in both private and public organizations. Fundamental issues in wage and salary administration will be covered including techniques of job evaluation, salary surveys, and methods for designing, implementing and monitoring fair and objective performance appraisal systems, as well as methods for the effective use of incentives and bonuses to enhance performance. Also covered are benefit programs; how they fit into the organization’s overall compensation plan and how they can be used to improve the organization’s position as it competes for qualified employees.
OBHR 705: Persuasion and Presentation Skills (2 credits)
This seminar continues to develop skills in defining organizational problems and designing and implementing appropriate research and analysis strategies. Students will begin to develop their Master's thesis project during Part II of this seminar.
OBHR 511: Workforce Recruitment and Development (3 credits)
This course examines methods needed to build a highly skilled workforce through effective staff planning, development, expansion and replacement. Topics to be covered include strategies and practices for recruiting and selecting valued personnel, legal considerations, interviewing methods, assessment centers, making the best job match, conducting reference checks, documentation, selection and orientation programs. Relevant laws and regulations covering selection and placement will also be covered.
OBHR 512: Understanding and Managing Corporate Culture (3 credits)
Students identify, analyze, and plan for those elements within the cultural, economic, and political environments of international business that require specialized understanding and strategy for successful management of organized enterprise.
OBHR 706: Applied Integrative Thinking: Seminar II (Same as MBA 706) (2 credits)
Students will apply critical thinking and analytical skills, which will culminate in the presentation of their final Master's project/
Programming: Object-Oriented Languages(3 credits)
A study of high level languages used in the development of software for management information systems. The course covers the logical and physical structure of programs and data, concepts of structured programming, data structures, file management, and their use in problem solving. Each time this course is offered, a specific language such as C++, Visual Basic, Java, etc., will be the focus, as identified in that quarter’s class description.
MIS 600: Management Information Systems (3 credits)
The application of information system concepts to the collection, retention, and dissemination of information for management planning and decision-making is examined. The role of MIS in an organization and the fit between the system and the organization is explored. Issues such as personnel selection, budgeting, policy development, and organizational interfacing are discussed as well as conceptual foundations and planning and development of management information systems. Additional topics include electronic commerce, internet business models; network computers; Internet security, firewalls and secure electronic payment systems; Internet privacy issues; on-line analytical processing and multidimensional data and analysis; data warehouses, data mining and knowledge discovery.
MIS 601: Information Systems Project Management (3 credits)
Practical examination of how projects can be managed from start to finish, life-cycle models and paradigms; life-cycle phases; project planning and risk analysis; project control including work breakdown structures, project scheduling, activities and milestones; software cost estimations techniques/models; software quality assurance and metrics for software productivity and quality; inspections, walkthroughs, and reviews; approaches to team organization; documentation and configuration management; automated project management tools; software maintenance; procurement of software services and systems.
MIS 802: Systems Analysis and Design (3 credits)
Analysis of requirements for information systems. Elicitation/fact-finding, problem analysis, decomposition, and the requirements document. Concepts, methods, techniques, and tools for systems analysis, modeling and simulation, and prototyping. Structured and object-oriented analysis. Role of the systems analyst in the organization. Gaining user commitment and fulfilling user needs. Concepts, tools, and techniques for systems design. Design principles, quality factors, decomposition of complex systems, and modularization techniques. Design methods such as object oriented and function-oriented design. Comparison of analysis and design techniques.
MIS 613: Database Systems (3 credits)
The application of database concepts to management information systems. Design objectives, methods, costs, and benefits associated with the use of a database management system. Tools and techniques for the management of large amounts of data. Database design, performance and administration. File organization and access methods. The architectures of database systems, data models for database systems (network, hierarchical, relational and object oriented model), client/server database applications, distributed databases, and object-oriented databases.
MIS 700: Information Systems: Integrative Seminar (2 credits)
This course pulls together the various areas of Information Technology and Information Systems by using business cases to illustrate MIS concepts in context. Case studies are used to present and explain relevant information systems and business concepts, from the perspective of an MIS manager or CIO, emphasizing the importance of data and the impact of technology on all business processes.
MIS 710: Management and Leadership Development (3 credits)
Good leadership is critical for the success of any organization. While learning how to be a good leader is at the core of this seminar, students will go beyond the skill of leadership by examining what leadership is, how good vs. poor leadership can be defined and how different styles of leadership impact people and organizations. Students will also examine past and present leaders and their leadership qualities.
MIS 500: Fundamentals of Information Technologies (3 credits)
MIS professionals manage an ever expanding variety of "information technology." This course provides a foundation for understanding the fundamentals of these technologies, focusing specifically on computer hardware, telecommunications, and computer networks. Topics include computer hardware and architecture; network operating systems; design, construction, and management of local area networks; and an introduction to intranets, internets, and the Internet.
MIS 525: Programming: Object-Oriented Languages (3 credits)
A study of high level languages used in the development of software for management information systems. The course covers the logical and physical structure of programs and data, concepts of structured programming, data structures, file management, and their use in problem solving. Each time this course is offered, a specific language such as C++, Visual Basic, Java, etc., will be the focus, as identified in that quarters class description.
MIS 725: Web Design and Development (3 credits)
Designing and developing web sites is much more than simply creating pages and placing them on a web server. Good web sites are planned carefully to serve specific needs or perform certain tasks. This course looks at web site design and development from both the micro- and macro- levels, first through the creation of simple web sites using a variety of basic development tools, followed by an examination of how a web site's purpose defines most content and design decisions. While students will learn and utilize basic web page authoring tools, they are not the primary focus. This course emphasizes a "big picture" examination of the many issues organizations face when establishing an effective presence on the web.
MIS 726: Concepts of Graphic and User Interface Design (2 credits)
Presents computer graphics and graphic design as an aid to information managers who need a clear means of presenting information. Topics include basic graphic techniques, the theory of graphic presentation of information, desktop publishing software, presentation software, and graphics design standards.
MIS 727: Electronic Commerce on the Internet (3 credits)
Electronic commerce has grown at an incredible rate, and experts forecast extraordinary growth over the near-term and long-term. It will be examined from three perspectives: (1) customer-business, (2) business-business, and (3)intra-organization. The Internet, intranets and extranets, electronic data interchange (EDI), security electronic payment systems, tax issues and global policy will be investigated. The student will participate in an internet shopping experience and create or enhance a web page.
MIS 850: Decision Support Systems (3 credits)
Examines concepts of decision support in both non-automated and automated environments. Emphasis will be placed on structures, modeling, and the application of various decision support systems in today’s corporate environment. Additional emphasis will be placed on the use of executive information and expert system applications. Case studies will be used to look at existent applications of each of these types of technology.
MIS 851: Information Technology and Competitive Advantage (3 credits)
Discussions cover capital investments in information technology, which now represent a significant percentage of total capital outlays in numerous industries. It assists managers in understanding how to employ information technology as a competitive resource. Topics will include strategic positioning through information technology, competitive impacts of information technology on industry and firm structures, productivity and managerial control measures, cost-benefit justification, and organizational dynamics of the capital investment process. Participants in this module will have the chance to experience and evaluate technology.
MIS 852: IT Consulting and Professional Service (2 credits)
Course description under development.
MIS 750: Instructional Design for Adult Learners (3 credits)
Course description under development.
MIS 751: Information Systems for Instructional Environments (2 credits)
Course description under development.
MIS 752: Human Computer Interaction (3 credits)
The dynamics of human computer interaction (HCI); provides a broad overview and offers specific background relating to user-interface and software design strategies, user experience levels, interaction styles, usability engineering, and collaborative systems technology. Students will perform formal software evaluations and usability tests.
MIS 800: Network Planning and Security in the Enterprise (3 credits)
This course provides a framework for understanding the fundamentals of computers and computer network functionality, characteristics, configurations, and security. Topics include wireless and wire-based communications; network topologies, protocols, and architectures; emerging trends in network technologies and services; and the role of ISDN (Integrated Service Digital Network) and ATM (Asynchronous Transfer Mode) in the corporate environment. Strategies for network planning, implementation, and management are introduced. Recent advances in standardization, internet/working, and deployment of LAN’s (Local Area Networks), MAN’s (Metropolitan Area Networks) and WAN’s (Wide Area Networks) are examined.
MIS 801: Client-Server and Distributed Computing (2 credits)
Included in this course are a wide range of issues, methods, techniques, and case examples for developing and managing client/server and distributed systems. These include client/server development using RAD methodologies, transaction process monitors, types of aboveware and middle-ware, middleware standards (DCE, RPC, and CORBA), managing client/server environments, software installation and distribution, electronic mail architectures in C/S systems, evaluation of vendor strategies, issues in selecting C/S products, legacy system migration issues, interoperability, scalability, network and security concerns, the emerging desktop standards, the role of network computers and this clients, and the emergence of the WWW as an extension of the client/server environment.
MIS 802: Systems Analysis and Design (3 credits)
Concepts, methods, techniques, and tools for systems analysis, modeling and simulations, and prototyping. Structured and object-oriented analysis. Role of the systems analyst in the organization. Gaining user commitment and fulfilling user needs. Concepts, tools, and techniques for system design. Design principles, quality factors, decomposition of complex systems, and modularization techniques. Design methods such as object oriented and function-oriented design. Comparison of analysis and design techniques.
MIS 825: Database Sustems (3 credits)
Most businesses - even small ones - require more than just a simple database structure to manage operations. This course will engage students in advanced database management and programming using MS Access, Visual Basic for Applications, and SQL.
MIS 826: Data Warehousing (2 credits)
This course includes the various factors involved in developing data warehouses and data marts: planning, design, implementation, and evaluation; review of vendor data warehouse products; cases involving contemporary implementations in business, government, and industry; techniques for maximizing effectiveness through OLAP and data mining.
Copyright 2008-2009, IMPAC University®, 900 West Marion Ave, Punta Gorda, FL 33950
Phone: +1 (941) 639-7512, Fax: +1 (941) 639-6679
Privacy Policy | Trademark Informaton
| Contact Webmaster