Mba Proposal1839

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NORTHERN MICHIGAN UNIVERSITY

COLLEGE OF BUSINESS
PROPOSAL FOR A MASTER OF BUSINESS ADMINISTRATION (MBA) PROGRAM
The College of Business proposes to offer a new graduate program. The program is titled:
Master of Business Administration (MBA) with the course prefix BUS.
The layout of this proposal follows the outline prescribed in Section 18(c) of the Policies
Regarding Graduate Faculty, Courses and Programs document.
(i)
Rationale
There are four chief reasons for offering this program

1. Persistent requests from local and regional residents and employers for an MBA program to
be offered by Northern Michigan University to meet educational, management, and career needs.
2. An MBA program is a distinctive academic product of business schools and the College of
Business is well prepared to offer such a program.
3. The MBA program will strengthen and deepen ties with the broader business community,
which will in turn enrich the undergraduate business programs at the College.
4. The College of Business has reached a level of competency, capacity, and resource base that
drives this initiative to meet the needs of employers and residents of the Upper Peninsula
Goals and Objectives
The three chief goals of this program are
1. To train individuals to be effective managers and decision-makers.
2. To equip individuals with the necessary skills and competencies to enable them to progress in
their career.
3. To enhance the capabilities of the workforce in the region and thus contribute to economic
development and business growth.
The program is entirely consistent with the Universitys strategic goal as outlined in the Road
Map to 2015. There, the University articulates its goal of increasing the offerings of graduate
programs. The program is also in accordance with the Colleges goals to provide business
education. The faculty brings forth this proposal after extended and thoughtful deliberations.
Competencies Expected of Graduates
Students completing this program will be able to -
1. Understand and apply theoretical knowledge in integrated fundamental areas of accounting,

finance, information systems, marketing, operations management, organization behavior,
quantitative business analysis, and strategic management;
2. Think critically, solve problems effectively, and make decisions strategically across functional
areas;
3. Work collaboratively with others in cross-functional teams, and to motivate, lead, and mentor
others;
4. Communicate ideas and information effectively and persuasively in business settings;
5. Apply sound decision techniques in an ethical manner to management situations.
Consistency with the Colleges (Department) Mission
The College of Business offers a full range of undergraduate programs in business. Its mission is
to prepare students for successful careers. The MBA degree is widely seen and recognized as a
key academic credential for upward mobility in ones career. Thus, the offering of this program
is fully consistent with the mission and the normal role of a business school.
(ii)
Job Opportunities
An MBA degree is a passport to a managerial position and a swift rise in the organizational
hierarchy. Every organization, large and small, public, private and not-for-profit, employ
managers and leaders who have to bring an analytical approach to decision making. It is the
most recognized and sought after professional graduate degree in the country. The demand for
people with MBA degrees continues to rise.
The Graduate Management Admission Council (GMAC) conducts studies on management
education. They report robust demand for MBA graduates primarily for their business
management knowledge and their ability to apply that knowledge along with their technical
skills to any job or function necessary to reach organizational goals. An MBA graduate with one
to five years of work experience is likely to receive greater compensation than are other graduate
students with similar work experience. Additionally, MBA graduates typically receive more
responsibilities and leadership roles. For more information about job opportunities for those
with an MBA degree, please visit GMACs website at www.GMAC.com.
In the Upper Peninsula, only Michigan Technological University offers this degree; the focus of
that program is on its own undergraduate engineers. The College of Business conducted a
survey in Winter 2008 of residents in the Greater Marquette area. Nearly 450 respondents
indicated interest in participating in an MBA program.
(iii)
Related Programs
The College of Business does not currently offer any graduate program.
The MBA program is largely a standardized academic product. In crafting this program, the
faculty in the College examined MBA programs in aspirant institutions and those in the broader
geographical area (Michigan, Wisconsin, Minnesota, Illinois, Indiana, North Dakota, and South
Dakota). The proposed program is consistent with the format of standard MBA programs
elsewhere. The notable features of the proposed program are (a)
(b)
(c)
(d)
It has a strong emphasis on quantitative decision making

It emphasizes the relevance of superior communication skills in management
It has a dedicated emphasis on ethics and social responsibility in decision making.
It can be taken on both a part-time or full-time basis.
The University offers a Master of Public Administration through the Department of Political
Science. The Department has been informed of this proposal. The College of Business believes
the student population for the MBA program is different from the students seeking the MPA
degree. A memorandum of qualified support from the Dr. Brian Cherry, Department Head,
has been received.
(iv)
Accreditation Required
No accreditation is required for this program. However, the College will seek accreditation from
AACSB International the accrediting body for business programs, in the next accrediting
period. This will be in 2015-16. AACSB works in a 10 year cycle with a mid-term review. The
MBA program will be eligible for review in 2015-16.
(v)
Programmatic Listing in the Graduate Bulletin
The program will appear in the Graduate Bulletin thus Master of Business Administration (MBA)
Contact Information
Address: College of Business
304 Cohodas Hall
Phone: 906-227-2947
Fax: 906-227-2605
Web Address: www.nmu.edu/MBA
E-mail: MBA@nmu.edu
MBA Program Director:
MBA at NMU The College of Business offers a graduate program leading to the Master of Business
Administration (MBA) degree. The primary objective of this program is to educate future,
middle and senior managers to deal with the essential problems of choice, complexity and
change in the challenging environment of business. The program is designed to develop critical
thinking and analytical skills which the manager can use to take effective decisions and solve
organizational problems in a profit-oriented, free enterprise economy. Therefore, the programs
focus is directed toward decision making.
The courses in the MBA are taught by faculty in the College. Classroom instruction is
supplemented by visiting business practitioners who provide valuable perspectives and important
networking opportunities.
The program can be completed on a full-time or part-time basis.
Program Requirements The program consists of a minimum of 40 credit hours of graduate study. The core MBA consists
of 10 courses of four credits each. The courses are
BUS 500 Managerial Communication
BUS 510 Business Law and Ethics
BUS 520 Management Information Systems
BUS 530 Organizations: Structure, Behavior and Human Performance
BUS 540 Marketing Strategy
BUS 550 Business Statistics
BUS 560 Quantitative Decision Making
BUS 570 Managerial Accounting
BUS 580 Financial Analysis and Management
BUS 590 Strategic Management
Every MBA student must complete a strategic analysis research project and report in the
capstone course, BUS 590.
In addition two courses will be available to add flexibility to the program in case special topics
or visiting professional/academics are available to provide unique opportunities for the MBA
students.
BUS 595 Special Topics in Business Administration
BUS 598 Directed Studies in Business Administration
The MBA capstone course is a very important component of the graduate education experience.
Graduate students are required to develop a detailed and comprehensive analysis of a company
and design strategies to improve its effectiveness. Both for-profit and not-for-profit companies
are acceptable. It may be possible that companies to be studied are from the Upper Peninsula of
Michigan. Businesses outside the Upper Peninsula can be assigned from the Global On-Line
MBA resource data base, with the permission of the instructor. The strategic analysis project will
consist of a research investigation, an analysis of the findings and a plan to reposition the
company into the future. The strategic analysis will include the following steps.
Develop a Diagnosis. A macro environmental analysis is first conducted to investigate the
current state of the economy and the nature of the industry of the company.
Develop a Prognosis. The chosen company is examined to evaluate its history, its strengths, its
weaknesses, its opportunities and its threats. Its current standing and key indicators of its
performance are projected into the future to determine where it is heading.
Develop Objectives. The student must decide where the company should be heading. The
students research and creativity will evolve new objectives for the company to achieve.
Develop Strategies. The student must develop concrete strategies that will help to achieve the
new objectives.
Develop Tactics. The student must develop the operational and action plans that will be
instituted to begin to evolve the strategies.
Develop Controls. The student must design the checkpoints and standards that have to be met to
assess the degree of achievement of the strategic plan and to take corrective action.
The Strategic Analysis Research Project and Report will be filed with the Office of Graduate
Studies.
Prerequisites Several of the courses in the MBA program require undergraduate prerequisites.
At Northern Michigan University, the following courses meet these prerequisites: Accounting
ACT 230 and ACT 240, Economics EC 201, Finance FIN 351, Marketing MKT 230,
Management MGT 240, Information Systems CIS 212, Managerial Communications MGT 344,
Operations Management MGT 325, and Statistics MA 171. (Note that some of these courses
may also have prerequisites. MA 103 or MA 104 or MA 105 is a prerequisite to MA 171; CIS
112 is a prerequisite to CIS 212). Relevant professional experience may be substituted for some
of the prerequisite Courses. Decisions regarding the acceptability of proposed substitutes for
prerequisite courses will be made by the MBA Program Director.
Students can enter the program during the academic year.
Admissions Requirements Applicants are required to comply with the regular admission requirements of the College of
Graduate Studies. In addition, applicants are expected to have a GMAT score of 500 or higher.
Applicants are required to write an essay indicating why they wish to pursue this degree. The
results of the GMAT, the applicants undergraduate grade-point average, relevant work
experience, and the essay will be evaluated together to determine admission into the program.
Application materials are reviewed by the MBA Program Director and a three person faculty
graduate screening committee. Applications are accepted throughout the year.
Those interested in further information should contact the MBA Program Director, College of
Business, Northern Michigan University, 300 Cohodas Hall, Marquette, 1401 Presque Isle
Avenue, Marquette, Michigan 49855. (906) 227-2947.
Plan of Study Upon admission, students will consult with the MBA program director to outline their course of
study and select appropriate courses.
(vi)
Admission Requirements
Applicants are required to comply with the regular admission requirements of the College of
Graduate Studies. In addition, applicants are expected to have:
A GMAT score of 500 or higher.
Applicants are required to write an essay indicating why they wish to pursue this degree. The
results of the GMAT, the applicants undergraduate grade-point average, and the essay will be
evaluated together to determine admission into the program.
(vii)
Requirements for completing the program
Students will need to complete the 10 courses (40 credits) of the MBA program with an overall
grade point average of 3.0 or better and complete the research project in BUS 590 Strategic
Management, the capstone course.
(viii)
Course outlines
The outlines of the ten new courses, including Graduate Bulletin descriptions are provided
below.
(ix)
Projected enrollment
There is demand for this degree in this region. In addition, there are no other ready providers of
this program here. Based on assessment of demand, extant faculty capacity to deliver courses
and University guidelines on course enrollment minimums, the program anticipates enrolling 20
students in Year 1, 30 students in Year 2, and 40 students in Year 5. The program will be
reviewed annually and suspended or terminated after the fifth year if adequate progress is not
measured.
(x)
Anticipated costs over the next three years
Staff - The Colleges existing faculty will staff the courses that will be offered. The College has
sufficient numbers of academically and professionally qualified faculty to teach the courses in
the program.
The number of courses to be offered in any semester will vary from 2 to 4. The following chart
shows the projected offering of courses and hence faculty needs for three years (assuming a Fall
semester start date)
Year 1 Fall
Winter
Year 2 Fall
2 courses
2 faculty overloads
$13,000 approximately
2 courses
2 faculty overloads
4 courses
4 faculty overloads
Winter
Year 3 Fall
Winter
2 courses
2 faculty overloads
4 courses
4 faculty overloads
2 courses
2 faculty overloads
Note that overload costs depend on a facultys salary and the actual amount will be what a
particular faculty member earns. The numbers provided here are based on an average of $6,500
for a 4 credit overload course. Also note that in many cases, an adjunct faculty may be
substituted as appropriate and they would be less expensive. Actual costs are likely to be lower.
The program will be managed by a faculty member with 4 credits released time annually. There
may be a need for adjunct faculty or overloads to cover the course provided as administrative
release time. The estimated overload cost is $6,500. Depending on the faculty member filling
this position and availability of appropriately qualified faculty, adjunct faculty may be hired and
they are less expensive.
The cost of overloads/adjuncts will be paid out of tuition revenues generated by the University
through enrollment in this program.
Equipment and Supplies - The program will require the production of brochures and
informational materials and advertising/publicity. None of the courses need any specialized
equipment. Anticipated annual expenses for publicity, materials, and supplies are $5,000. This
cost will be borne by the College out of its regular budget.
Some of the courses will need videos/CDs for instructional purposes. They are:
BUS 500 Managerial Communications and BUS 530 Organizations: Structure, Behavior, and
Human Resources.
The estimated costs of videos/CDs are $1,000 and $2,500 respectively. This total of $3,500 will
be borne by the College of Business through its normal budget for instruction.
Library
- The Universitys extant holdings are sufficient to meet the instructional
requirements of this program. It should be noted that more and more materials are available on
the web and accessible on-line. The Library already subscribes to several on-line databases
commonly used for business studies and research. Some materials will be available through
inter-library loans.
For the courses proposed, the instructors have expressed satisfaction with the resources of the
Library.
Space - There are no additional space requirements for classrooms. Office space is currently
available in Cohodas Hall to house the office of the director.
The costs will be met through tuition revenues generated from students registering for courses in
the program and from normal College of Business operating budget.
(xi)
Available faculty competencies
The College currently has the appropriately qualified faculty to teach every one of the courses
proposed for this program. The following table shows faculty credentials by course number
BUS 500
Claudia Orr
Ph.D. Professor
Communication
BUS 510
Margaret Vroman
J.D.
Law
BUS 520
David Helton
Ph.D. Associate Professor
Information Systems
BUS 530
Carol Steinhaus
Organizational Behavior
BUS 540
Gary Brunswick
Ph.D. Professor
Marketing
BUS 550
Gary Stark
Ph.D. Assistant Professor
Research Methods
BUS 560
James Drosen
Decision Sciences
BUS 570
Kenneth Janson
Ph.D. Professor
Accounting
BUS 580
Charles Rayhorn
Ph.D. Professor
Finance
BUS 590
Bruce Sherony
Ph.D. Professor
Management
(xii)
Assistant Professor
Equipment Available and Needed
This program does not require any additional or specialized equipment.

(xiii)
Library
Three types of library resources are required for the MBA program. They are books, journals,
and electronic databases. The Library has built up a collection of materials in the business and
management area that is sufficient to support the needs of faculty and students in this program.
The Library subscribes to several on-line data bases. Note that more and more information,
especially current reports, are now posted and accessible on the web. The College actively
consulted with Mr. Michael Strahan, who serves as the Librarys liaison with the College of
Business in determining library resources to support this program. The available resources are
consistent with peer institutions offering MBA programs. For access to resources not available at
the library, the new patron-initiated MeLCat service is an excellent alternative for borrowing
books, videos, etc. (not periodical articles). It is faster and easier than traditional interlibrary
loan. Although interlibrary loan and document delivery service is available for more specialized
periodical articles, these services do not replace journal subscriptions. Faculty who have
developed the courses for this program have expressed satisfaction with the library holdings.
Space availability
Existing classrooms will meet the needs of initiating an MBA program. Space is required for
housing the office of the director of the program; such space is currently available in Cohodas
Hall where the College of Business faculty and administrative offices are located.
(xiv)
Teacher training
Not applicable
(xv)
When will this program be taught?
The program will be initially delivered during the academic year (Fall and Winter semesters).
The courses will be offered in the evenings.
(xvi)
Planned Implementation Date
Winter 2010; the College would like to offer the first two courses (8 credits) in the Winter
semester of 2010.
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NEW COURSE PROPOSAL

a.
Bulletin Description
4 credit hours
Prerequisite: MGT 344 or instructor permission
Students will improve their abilities to communicate orally and in writing as managers
both to internal and external audiences. Through analyses and practice of communication
strategies adopted by successful business professionals, students learn to write clearly and
concisely, improve interpersonal and team competencies, deliver compelling oral
presentations, construct effective arguments, and communicate effectively across various
cultures.
b.
Rationale
Recent research findings provide the most compelling support for a required
communications course in the MBA program:
The National Association of Colleges and Employers (NACE) researched

characteristics employers seek in job candidates. Number 1 was communication
skills.1
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Young Executive magazine surveyed 6,000 people and found that the most annoying
habit of American bosses was poor communication.2
A survey of 200 corporate vice presidents reported they spend the equivalent of
nearly three months a year writing correspondence and reports.3
A survey of 1,000 white- and blue-collar workers found that the most frequent cause
of workplace resentment and misunderstandings is poor communication.4
A survey of Fortune 500 human resource directors found that (a) reading and
following directions, (b) listening and following directions, and (c) communication
are the most essential skills for todays workplace.5
Results of a Robert Half survey of 1,000 of the largest employers in the U.S. revealed
that 96 percent of executives said that todays employees must have good
communication skills to advance professionally.6
Bill Valentino, Vice President of Corporate Social Responsibility for Bayer China,
contributes a monthly column called MBA Toolkit For CSR to the PRC based magazine
China CSR. As a business executive, adjunct professor and consultant, Valentino
emphasizes the need for graduate-level study in communication, Business
communication has become an important topic included in the MBA curricula of many
universities because in business, it is essential to have good clear channels of
communications. Communicating is as much a matter of human relationships as it is
about transmitting facts. Good communication skills develop good relationships, and
relationships are essential for successful business.7
Rupal Jain, lecturer at Mumbai Atharva Institute of Management Studies, reinforces the
necessity of communication skills. Jain explains, In business, effective communication
is a must at interdepartmental, intradepartmental and at external level . . . In business,
communication supports all the functions of management.8
Another communications expert, Cheryl Hamilton, explains, As Americans continue
their concern with declining productivity in the workplace, large and small organizations
must realize the productivity of an organization begins with the productivity of its
individual members. The importance of communication skills to both individual and
organizational productivity has become a major organizational concern. Managers and
employees who possess communication skills have fewer misunderstandings, make fewer
mistakes, create less waste, and deal with disagreements more effectively. Thus, they
produce more for their organization.9
In todays business environment, words have more importance and power than ever
before. Modern technology rather than decreasing the amount of writing and reading
required of employees, has added to it. The importance of the spoken word may equal the
written. Business people use speaking and listening skills in a wide spectrum of activities
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throughout the workday. Whether writing or speaking, most business people cannot carry
out their job responsibilities successfully without the ability to communicate effectively.
Professionals have begun to realize the overwhelming importance of interpersonal
communication on the job. Clearly, everyday face-to-face interpersonal communication
skills can make the difference between success and failure, between sale and no sale,
between program adoption and lack of support, between moving up and being stuck,
between subordinates who collaborate and subordinates who bicker. A managers ability
to manage people, to work and to interact effectively with others, will significantly affect
their professional success.
c.
Course Number
The 500-level number is consistent with graduate courses throughout the university.
d.
Course Credits
This will be a full semester course meeting the equivalent of four hours per week. Four
credit hours is necessary for students to achieve the course objectives and to develop the
communication competencies expected of MBA graduates.
e.
Course Outline
See attached
f.
Course Objectives
See attached Outline
g.
Staffing
Dr. Claudia Orr teaches MGT 344, Managerial Communications, the undergraduate
course in the College of Business, required by all COB majors. She previously taught
graduate level courses at NMU and in spring 2009, was approved for graduate teaching
status.
h.
Equipment and Supplies

A need exists for Media Services to record student oral presentations using Mediasite.
Media Services has this technology in the distance education room (LRC). However, if
the room is used during the day/time of the course, additional costs will be incurred to
bring the equipment to our classroom.
i.
Library and Required Readings

Adequate.
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j.
Costs
k.
Mediasite costs as stated in (h) above.

Purchase current DVDs (approximately $1,000). Examples include:
o How to Say It: What do the best managers have in common? The ability to
communicate. ($129; Kantola Productions)
o Communication Skills for Project and Team Management. ($199; Insight
Media)
o Be Prepared for Meetings: How to make your meetings twice as
productive. (106.95; Kantola Productions)
o Communicating With Tact, Candor, and Credibility. ($149; Insight Media)
o Better Meeting Management for Better Communication. ($169; Insight
Media)
o The Team Approach: How to set up high-performance teams and be a
contributor to team success. (106.95; Kantola Productions)
o Breakthrough Listening: Develop good communication skills by
becoming a better listener. ($149; Kantola Productions)
o Getting Ahead by Getting Along: People Skills for the Workplace. ($129;
Kantola Productions)
o Resolving Conflicts in the Workplace. ($106.95; Kantola Productions)
o Facilitative Leadership: Teamwork, Planning, and Conflict Management.
($169; Insight Media)
o Killer Presentation Skills: Everything You Need to Know. ($139; Insight
Media)
o Body Language: Beyond Words. ($139; Insight Media)
Effects on Other Departments

None
l.
Deletion of Courses
None
m.
Implementation Date
Fall 2010 or Winter 2011
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BUS 500, Managerial Communication

Proposed Outline
Description
Students will improve their abilities to communicate orally and in writing as managers both to
internal and external audiences. Through analyses and practice of communication strategies
adopted by successful business professionals, students learn to write clearly and concisely,
improve interpersonal and team competencies, deliver compelling oral presentations, construct
effective arguments, and communicate effectively across various cultures.
Prerequisites
MBA Foundation
Textbook(s) may be selected from the following:

Alfred, G., Brusaw, C. & Oliu, W. (2008). The Business Writers Companion. Bedford/St.
Martins.
Alfred, G., Brusaw, C. & Oliu, W. (2009). The Business Writers Handbook. Bedford/St.
Martins.
Kolin, P. (2007). Successful Writing at Work. Houghton-Mifflin.
ORourke, J. (2007). The Business Communication Casebook: A Notre Dame Collection. SouthWestern Cengage Learning.
ORourke, J. and Yarbrough, B. (2009). Leading Groups and Teams, Managerial
Communication Series, Module 1. South-Western Cengage Learning.
ORourke, J., Sedlack, R., Shwom, B. & Keller, K. (2009). Graphics and Visual Communication
for Managers, Managerial Communication Series, Module 2. South-Western Cengage
Learning.
ORourke, J. and Collins, S. (2009). Managing Conflict and Workplace Relationships,
Managerial Communication Series, Module 3. South-Western Cengage Learning.
ORourke, J. and Tuleja, E. (2009). Intercultural Communication for Business, Managerial
Communication Series, Module 4. South-Western Cengage Learning.
ORourke, J. and Collins, S. (2009). Interpersonal Communication: Listening and Responding,
Managerial Communication Series, Module 5. South-Western Cengage Learning.
ORourke, J. and Karlson, C. (2009). Writing and Presenting a Business Plan, Managerial
Communication Series , Module 6. South-Western Cengage Learning.
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ORourke, J. and Collins, S. (2009). Persuasion, Managerial Communication Series, Module 7.

South-Western Cengage Learning.
Robbins, S. & Hunsaker, P. (2009). Training in Interpersonal Skills: TIPS for Managing People
at Work. Pearson Prentice-Hall.
Schultz, H. (2006). Business Scenarios: A Context-Based Approach to Business Communication.
Mc-Graw-Hill.
Walker, R. (2006). Strategic Business Communication: An Integrated, Ethical Approach. SouthWestern.
Course Objectives
1. Demonstrate effective written business communication skills.
2. Develop self-awareness of communication style.
3. Demonstrate effective communication when leading groups and teams.
4. Demonstrate effective strategies for managing individual and team conflict.
5. Demonstrate effective oral techniques in informal interactions and formal presentations.
6. Develop effective graphic and visual images to support and enhance presentations.
7. Construct effective arguments.
8. Analyze relationships between culture and communication, identity and power.
9. Evaluate listening effectiveness and demonstrate active, empathic listening techniques.
10. Apply ethical standards to management communication.
11. Conduct meetings effectively through application of meeting management principles.
12. Demonstrate decision-making and problem solving skills using case study scenarios.
Course Structure
The past decade has produced a growing body of evidence supporting the use of small groupbased instructional methods for achieving successful educational outcomes in higher education.
In addition, employers consistently cite teamwork skills as one of the top skills needed by
employees. Therefore, this course will use team learning to promote active involvement. Team
learning includes: 1) grading based on a combination of individual performance, team
performance, and peer evaluation; 2) class time devoted to small group activities; and 3) a 5-step
instructional activity sequence, repeated several times throughout the semester. This approach
makes it possible to focus the majority of class time on helping students develop the ability to
use concepts as opposed to simply learning about them.
5-Step Instructional Activity Sequence
1. Individual Study
2. Class Discussion and Exercises
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3. Individual Mini-test
4. Group Mini-test
5. Peer Evaluation
Activities and Evaluation
To accomplish the course objectives, students will participate in and be evaluated on the
following activities:
1. Teamwork. You will become a member of a team. The performance of teams will be
evaluated in three major areas and will be a part of your grade: individual performance, team
performance, and group maintenance.
2. Individual and Team Mini-tests. Much of the core conceptual material will be presented in an
examination format. On assigned dates, you will complete a mini-test. Then your team will
retake the mini-test together. You will receive both an individual grade and a team grade.
Three mini-tests will be given.
3. Oral Presentation. You will make a 10-minute oral presentation on an assigned topic. Your
presentation will be recorded and your classmates and the professor will provide feedback.
You will then write a self-evaluation memo. Your professor will grade the presentation and
memo.
4. Team Project. Your team will complete an organizational communication audit. Your team
will select an organization to study, plan, and conduct the audit. This project will require you
to administer surveys, possibly conduct interviews and compose correspondence with the
employees of the organization, prepare a written report and make an oral team presentation of
your findings. Work for this project will primarily be done outside of class with periodic
progress sessions during class.
5. Team Application Exercises. Six team assignments will be made throughout the semester
(approximately one assignment every two weeks) to be completed in teams. Primarily, these
exercises will consist of case studies where your team will analyze a situation, write a
response, and present your response orally. During these exercises, you will be required to
demonstrate individual and team communication skills including leading and coaching.
Written and oral presentation skills will also be assessed. Team members will share the
grades equally on these assignments.
6. Individual Exercises. Individual assignments will typically focus on improving your writing
skills. One individual assignment will be due each class session.
7. Peer Evaluation. Your team members will evaluate you based on your participation,
leadership, helpfulness, preparation, contribution, and demonstrated expertise in your team.
Peer evaluations will be conducted periodically throughout the semester to provide you
feedback. Your grade for peer evaluation will be part of your final course grade.
8. Individual Exam. A comprehensive exam will be given during exam week and will be taken
individually.
Course Requirements
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1.
You learn and grow by listening, as well as experiencing and participating. You must read
the assigned material before coming to class to participate fully in the class activities.
Much of what occurs as learning will result from active participation in team interactions,
which cannot be duplicated. Therefore, you are expected to attend all classes.
2.
You cannot make up missed in-class exercises.
3.
You must type all assignments in proper business format. You must use appropriate
English for competency in business communication. I assume you have achieved a high
level of English competency by this point in your education. Carefully proofread all
written assignments to avoid losing points for mechanical and typographical errors. You
should know the mechanics of business writing and the basic rules of grammar.
4.
Rubrics are provided for every assignment. When you submit your assignments, turn
them in with the rubric sheet attached.
5.
Late assignments are not accepted.
Grading
Mini-tests (3)
15%
Oral Presentation
10%
Team Application Exercises (6)
10%
Individual Exercises (14)
15%
Team Project
30%
Peer Evaluation
10%
Individual Exam
10%
Total
100%
Tentative Schedule
Week
Topic
Course Overview
Business Writing
Business Writing: Letters, Memos, Electronic
Business Writing: Business Plan
Communication Styles
Interpersonal Communication
Leading Groups and Teams
Managing Conflict and Workplace Relationships

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Managing Conflict and Workplace Relationships (continued)
Oral Presentation Techniques

Graphics and Visual Communication
10
Intercultural Communication
11
Ethics in Communication
12
Meeting Management
13
Final Team Case Study
14
Final Team Case Study
15
Final Exam
Academic Dishonesty
Students should strive to obtain the highest possible level of academic achievement. You have an
obligation to abide by accepted standards of academic honesty. In cases where there are
reasonable grounds to suspect a student of academic dishonesty, as defined in the Student Code
in Section 2.2.3, appropriate corrective action will be taken. Academic honesty includes, but is
not limited to, activities such as cheating or plagiarism (submitting as ones own work that
contains ideas or materials taken from another without full acknowledgement of the author and
source).
ADA Statement
If you have a need for disability-related accommodations or services, please inform the
Coordinator of Disability Services in the Disability Services Office at 2001 C. B. Hedgcock
(227-1700). Reasonable and effective accommodations and services will be provided to students
if requests are made in a timely manner, with appropriate documentation, in accordance with
federal, state, and University guidelines.
Nondiscrimination Statement
Northern Michigan University does not unlawfully discriminate on the basis of race, color,
religion, sex, national origin, age, height, weight, marital status, familial status,
handicap/disability, sexual orientation, or veteran status in employment or the provision of
services, and provides, upon request, reasonable accommodation including auxiliary aids and
services necessary to afford individuals with disabilities an equal opportunity to participate in all
programs and activities. Anyone having civil rights inquiries may contact the Equal Opportunity
Office, 158 Services Building, telephone number 906-227-2420.
18
19
WORKS CITED
1. Faridah, A., Anderson, M.A. & Baker, C.M. Entry-level information services and support
personnel: Needed workplace and technology skills. Delta Pi Epsilon Journal, (2006), 45,
p. 55.
2. Its All Just Bossiness. Indianapolis Star, 4 April 1992, p. C3.
3. Mediocre Memos. Detroit Free Press, 26 May 1990, p. 9A.
4. Speak the Language. Indianapolis Star, 30 January 1991, p. A9.
5. Workplace Literacy. USA Today, 21 September 1992, p. B1.
6. Lesikar, R.V., Flately, M.E. & Rentz, K. (2008). Business Communication: Making
Connections in a Digital World, 11th ed. McGraw-Hill. p. 3.
7. Valentino, B. (2007, April 12). MBA Toolkit for CSR: Corporate Communications.
Retrieved December 3, 2008 from http://www.chinacsr.com/en/2007/04/12/1217-mbatoolkit-for-csr-corporate-communications/
8. Jain R. Effective Business Communication Tips. Retrieved December 3, 2008 from
http://www.123oye.com/job-articles/business-corporates/communication-tips.htm
9. Hamilton, C. & Parker, C. (2008). Communication for Results: A Guide for Business and the
Professions. 4th ed., Belmont, CA: Cengage.
19
20
NEW COURSE PROPOSAL

a.
(i)

4 credit hours
Prerequisite: None
This course examines corporate culture, corporate governance, stakeholder responsibility,

social responsibility, legal rules and the importance of business ethics in a global economy.
Students will become acquainted with the theoretical basis of business ethics: stakeholdertheory, theories of responsibility and normative ethical theory and intercultural ethics. They will
learn the characteristics of ethical issues in business and acquire the ability to solve an ethical
problem using the decision-making process. The course will result in the ability to create and
defend a corporate ethics program.
b.
(ii)
None
(iii)
Bus Law Ethics
(iv)
Not applicable
Rationale
(i) Why is there a need for this new course?
Ethics is an inescapable part of the decision-making process of every business manager. All
business organizations must deal with ethical and moral dilemmas as well as the legal
consequences of their decisions in this regard. As such, the ability to identify ethical issues
and proactively develop a corporate ethics program that addresses them is an essential part of
any successful enterprise. This course responds to that need and provides the knowledge and
skills necessary for graduate students to identify ethical issues and respond appropriately and
legally. As a required course in the MBA program it will be part of a well-rounded advanced
business curriculum, which upon completion will provide MBA graduates with the
knowledge and tools necessary to be exemplary corporate stewards.
(ii) Show how the proposal fits into the overall program.
1. This course is a component of the MBA program.
2. This is a required course in the program.
This is a graduate level course and does not require any 500 level prerequisite courses.
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21
(iii) Alignment with mission statement

This course is fully aligned with the goals of the MBA program, the College of
Businesss mission, and the Road Map to 2015 strategic document.
A key competency expected of graduates of this program is to apply sound decision
techniques in an ethical manner to management situations.
(iv) Not applicable
c.
Course Number
This is a semester length course at the graduate level. It is a stand-alone course with no
prerequisites and can be taken at any stage in the program. BUS prefix is being used to
identify all graduate courses offered by the College of Business.
d.
Course Credits
This is a semester length 4 credits course.
e.
Course Outline
Please see attached.
f.
Course Objectives
Students should be able to demonstrate:

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
g.
A mastery of theoretical concepts of business ethics.

The ability to identify ethical characteristics of business situations and business
decisions.
An understanding of the role the individual plays in creating an ethically sound
organization.
Knowledge of the laws and regulations proscribing ethical behavior.
Knowledge of the resources and tools for protecting business assets, resolving legal
conflicts, and complying with the law.
Knowledge of the steps to take when whistle blowing.
The ability to solve an ethical problem using the decision-making process.
Intercultural awareness and a comprehension of ethical issues in a global economy.
The ability to express and defend a considered moral position and to present ethical
views orally to their peers.
The ability to describe the benefit of business ethics to all stakeholders.
The ability to develop, present and defend an effective corporate ethics program.
Staffing
There is no additional cost for staffing this course. The College of Business has
professionally qualified faculty in Dr. Margaret Vroman, JD, Assistant Professor of
Business Law, to teach this course.
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h.

None
i.

In developing the MBA program, the College has been in consultation with Mr. Michael
Strahan, Reference Librarian, in assessing the librarys holdings and access to on-line
materials needed to support the needs of this program. The available resources are
consistent with peer institutions offering MBA programs. Professor Vroman has indicated
that the library resources are adequate to meet the needs of this course. See attached
course syllabus for required readings.
j.
How will you meet these costs?

There are no additional expenses to support this course.
k.

None
Copy of the MBA proposal has been provided to all the Deans.
l.
Deletion of Courses
None
m.
Implementation Date
Winter or Fall 2010
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23

Proposed Syllabus
Instructor:
Margaret Vroman, JD
Office:
310D Cohodas
E-mail:
mvroman@nmu.edu
Phone: 906-227-1865
Required Texts
Understanding Business Ethics
Stanwick & Stanwick
ISBN-10-013173542X
Publisher: Pearson
Copyright: 2009
Case Studies in Business Ethics
Al Gini, Alexei M. Marcoux
ISBN-10: 0132424320
ISBN-13: 9780132424325
Publisher: Prentice Hall
Copyright: 2009
Additional readings available on the Internet will be assigned throughout the course.
Prerequisites - There are no prerequisites for this course.
COURSE DESCRIPTION
This course examines corporate culture, corporate governance, stakeholder responsibility, social
responsibility, legal rules and the importance of business ethics in a global economy. Students
will become acquainted with the theoretical basis of business ethics: stakeholder-theory, theories of
responsibility and normative ethical theory and intercultural ethics. They will learn the
characteristics of ethical issues in business and acquire the ability to solve an ethical problem
using the decision-making process. The course will result in the ability to create and defend a
corporate ethics program.
COURSE OBJECTIVES
The purpose of the course is to communicate theoretical and practical insight into organizational
ethics as well as knowledge of the legal regulations governing corporate conduct. Woven
throughout the course will be discussions of the legal rules governing ethical issues in all business
disciplines and the consequences of violating these rules. The ability to create a proactive ethics
program for a corporate entity that synthesizes all topics covered will be the culmination of the
course.
Students who successfully complete this course should be able to demonstrate:
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24
1. A mastery of basic theoretical concepts of business ethics.

2. The ability to identify ethical characteristics of business situations and business decisions.
3. An understanding of the role the individual plays in creating an ethically sound
organization.
4. Knowledge of the laws and regulations proscribing ethical behavior.
5. Knowledge of the resources and tools for protecting business assets, resolving legal
conflicts, and complying with the law.
6. Knowledge of the steps to take when whistle blowing.
7. The ability to solve an ethical problem using the decision-making process.
8. Intercultural awareness and a comprehension of ethical issues in a global economy.
9. The ability to express and defend a considered moral position and to present ethical views
orally to peers.
10. The ability to describe the benefit of business ethics to all stakeholders.
11. The ability to develop, present and defend an effective corporate ethics program.
STUDENT EVALUATION WILL BE BASED ON THE FOLLOWING:
10% Research of current topics related to business ethics in local, national, and
international media sources and classroom presentation of them.
40% Written examinations (2 essay exams worth 20% each).
40% Development of a written corporate ethics program.
10% Class presentation and defense of corporate ethics program.
CLASS SCHEDULE
Week1: Ethical Decisions
A.
B.
C.
D.
E.
F.
G.
H.
I.
Why study business ethics

The development of business ethics standards, values, ideals, and principles
The benefit of business ethics
Basics of business ethics
Balancing personal and organizational ethics
Identifying common ethical dilemmas
Making ethical decisions
Discussing ethical decision-making
Overcoming barriers in the decision-making process
Week 2: Defining Business Ethics Issues

A.
B.
C.
D.
E.
F.
Identifying stakeholders
Honesty and fairness
Conflicts of interest
What is fraud?
Discrimination
Information technology
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Week 3: Whistleblowing
A.
B.
C.
D.
E.
F.
Whistleblowing criteria and risks

Understanding whistle-blowing
The whistleblowing legal process
Recognizing when to blow the whistle
Identifying whistleblowing guidelines
Blowing the whistle legally
Week 4: Managerial Ethics

A.
B.
C.
D.
E.
F.
G.
Ethical management
Identifying the characteristics of ethical managers
Ethical management
Human resource issues and laws
Subordinates ethical issues
Ensuring ethical behavior
Handling ethical dilemmas brought by subordinates
Week 5: Developing an Effective Ethics Program

A.
B.
C.
D.
E.
F.
G.
H.
The need for organizational ethics programs

An effective ethics program
The code of conduct
The role of ethics officers
Ethics training and communication
Monitoring and enforcing ethical standards
Continuous Improvement of the ethics program
Pitfalls in designing and implementing an ethics program
Week 6: Implementing and Auditing an Ethics Program

A.
B.
C.
D.
Improving ethical decision making in business

The ethics audit
The auditing process
The importance of ethics auditing
EXAM
Week 7: Ethical Decision-Making and Corporate Governance
A.
B.
C.
The process of ethical decision making

Corporate Governance
Making informed ethical decisions
Week 8: Unethical Behavior

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A.
B.
C.
D.
E.
G.
Recognizing unethical behavior

Identifying sources of unethical behavior
Preventing unethical behavior
Ending unethical behavior
Conducting an intervention meeting
Promoting ethical behavior
Week 9: Organizational Ethics

A.
B.
C.
D.
E.
F.
Organizational ethics basics

The need for organizational ethics
Ethical principles
Ethical principles of organizations
Upholding ethical principles
Ethical safeguards
Week 10: Ethics and Social Responsibility

A.
B.
C.
D.
E.
F.
G.
H.
Economic issues
Competitive issues
Legal and regulatory Issues
Philanthropic Issues
Ethics as a driver of social responsibility
Corporate social responsibilities
Identifying types of social responsibilities
Handling conflicting social responsibilities
Week 11: Ethics and the Environment

A.
B.
C.
D.
Areas of environmental concern

Environmental policies
Environmental discrimination
Environmental management
Week 12: The Corporate Culture

A.
B.
C.
D.
The role of corporate culture in ethical decision making

The role of leadership in the corporate culture
The Group within organizational structure and culture
Individual actions within the corporate culture
EXAM
Week 13: Business Ethics in a Global Economy
A.
Ethical perceptions in international business

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27
B.
C.
D.
E.
Global values
The multinational corporation
Ethical issues around the globe
Bribery and corruption
Week 14:
Student Presentations of Corporate Ethics Program
NMUs Disability Policy
If you need disability-related accommodations or services, please inform the Coordinator of
Disability Services in the Disability Services Office at 2001 C. B. Hedgcock (227-1700, TTY
227-1543). Reasonable accommodations and services will be provided to students if requests are
made in a timely manner, with appropriate documentation, and in accordance with federal, state
and university guidelines.
AAEO Statement
programs and activities. Anyone having civil rights inquiries may contact the Equal
Opportunity Office, 158 Services Building, telephone number 906-227-2420.
Academic Dishonesty
Students should strive to obtain the highest possible level of academic achievement. This is not
possible if you do not produce your own work product. Students are required to abide by the
universitys standards of academic honesty. In cases where there are reasonable grounds to
suspect a student of academic dishonesty, as defined in the Student Code in Section 2.2.3,
appropriate action will be taken. Academic dishonesty includes, but is not limited to, activities
such as cheating or plagiarism (submitting as ones own work which contains ideas or materials
taken from another without full acknowledgement of the author and source).
27
28
NEW COURSE PROPOSAL

a.
(i)

4 credit hours
Prerequisite: CIS 212 or permission of instructor
This course provides a managerial perspective of information technology within an

organization. Students will explore how tactical, operational and strategic objectives of a
business may be supported with information systems. They will explore how business
functional areas may be integrated through information technology. In addition, they will
study how an organization is impacted by economic, social, legal, and ethical aspects of
this technology.
b.
(ii)
CIS 112 is a prerequisite to CIS 212
(iii)
Management Info Sys
(iv)
Not applicable
Rationale:
(i)
Why is there a need for this new course?
This course is a required core course in the MBA program. Companies expect managers
to be able to leverage information technology for operational and strategic advantage, as
emphasized in BUS 520 Management Information Systems. A comparable course is
required for the MBA program in many of the regions institutions accredited by our
agency, the Association to Advance Collegiate Schools of Business (AACSB). See
references below for MIS course in MBA programs:
1. W. Briggs & B. Shore Competitive Analysis of MIS in the MBA Core, Journal of
Information Systems Education, April 1, 2007.
2. Novitzki, The MIS Core Course, in Proc. 12th International Academy for
Information Management Conference, Atlanta, GA, December 12-14, 1997.
3.Rosenthal and L. Park, Managing Information Systems Textbooks: Improving their
Orientation toward Potential General Managers, California State University, Los
Angeles, 2008.
4. Siegmann and L. Brennan, "Meeting the Challenge of Rapid Change: Re-engineering
the MBA MIS Course, Issues in Information Systems, Vol. II (2001).
(ii)
Show how the proposal fits into the overall program?

28
29

(iii)
Alignment with mission statement
A key competency expected of graduates of this program is to understand and apply
theoretical knowledge in integrated fundamental areas of information systems
(iv)
c.
Not applicable
Course Number
prerequisites and can be taken at any stage in the program. BUS prefix is being used to
identify all graduate courses offered by the College of Business.
d.
Course Credits
e.
Course Outline
f.
Course Objectives
By the end of this course, the student should understand how
1. An organizations operations may by facilitated through the effective use of
information systems
2. Aspects of business strategies may be implemented through information technology
3. Business functional areas may be integrated through information systems
4. The company is impacted by economic, social, legal, and ethical aspects of
information technology
g.
Staffing
The College of Business has academically qualified faculty in Dr. David Helton,
Associate Professor, to teach this course. He holds a Ph.D. in Business Administration
(major in Management Information Systems) from Texas Tech University. He taught a
graduate MIS course equivalent to BUS 520 in the MBA program at Chadron State
29
30
College in 1995 and 1998. He instructed other graduate MIS courses at the University of
Colorado at Denver during 2000 and 2001.
h.

None
i.
Library and required readings

consistent with peer institutions offering MBA programs. Full-text articles on
management information systems may be found within many of the librarys journals,
such as Academy of Information and Management Sciences Journal, Communications of
the ACM, Harvard Business Review, Journal of Cases on Information Technology,
Journal of Digital Information Management, Management Information Systems
Quarterly, and MIT Sloan Management Review. Students will be reading these journal
articles to prepare abstracts and a research paper. The instructor will supplement cases
studied from the textbook with other reading material from various sources.
See attached course syllabus for required readings.
j.
Costs
There is no additional cost associated with offering this course.
k.
Effects on other departments

None
l.
Deletion of Courses
None
m.
Implementation Date
30
31
CIS 520 MANAGEMENT INFORMATION SYSTEMS

Proposed Course Outline
Instructor:
Telephone:
Email:
Office:
Textbook
Dr. David Helton

227-2969
dhelton@nmu.edu
303B Cohodas Building
G. Piccoli, Information Systems for Managers: Texts and Cases, Wiley, 2009.
Additional readings will be assigned from articles in research and
professional journals.
Course Description
Prerequisites: Admission to MBA program or instructor's permission.
This course provides a managerial perspective of information technology within an organization.
Students will explore how tactical, operational and strategic objectives of a business may be
supported with information systems. They will explore how business functional areas may be
integrated through information technology. In addition, they will study how an organization is
impacted by economic, social, legal, and ethical aspects of this technology.
Objectives
By the end of this course, the student should understand how
1. an organizations operations may by facilitated through the effective use of information systems
2. aspects of business strategies may be implemented through information technology
3. business functional areas may be integrated through information systems
4. the company is impacted by economic, social, legal, and ethical aspects of information
technology
Approach
The course will include lectures, case studies, group activities, presentations by individuals
and/or groups, a research paper, and examinations.
Evaluation:
(1) Class Participation (10%)
Besides individual presentations, students will participate in discussions and other
classroom activities, throughout the semester. The student's contribution to these activities
will be worth up to ten points of the final course grade. Since students not in class cannot
participate in these discussions, unexcused absences will result in a lower class
participation grade.
(2) Abstracts (20%)
Every student will complete and present to the class two abstracts of journal articles. Each
abstract provides a polished summary and in-depth analysis of the particular research article.
Each abstract should be from three to five pages in length and will be worth up to ten points of
the final course grade.
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32
(3) Research Paper (20%)

Each student will complete a research paper on a topic introduced in the textbook. The paper
should be from fifteen to twenty pages in length and follow consistently a single writing style,
such as that stipulated by the APA. This paper will be worth up to twenty points of the final
course grade.
(4) Midterm Examination (25%)
The midterm examination will cover the materials presented during the first half of the course.
(5) Final Examination (25%)
A final examination will cover the materials presented since the midterm examination.
Attendance Policy
Except for cases of illness or other urgent matters, students are expected to attend each class.
Grading Scale
Your grade will be based on the following:
Class Participation
10 Points
Abstracts
20 Points
Research Paper
20 Points
Midterm Examination
25 Points
Final Examination
25 Points
TOTAL
100 Points
Grades for all activities will be made on a percentage scale, below, which gives the precise letter
grade equivalency.
A
AB+
B
BC+
C
CD+
D
DF
93-100
90-92
87-89
83-86
80-82
77-79
73-76
70-72
67-69
63-66
60-62
0-59
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33
NMUs Non-Discrimination Statement

Disability Services
Coordinator of Disability Services by coming into the Disability Services Office at 2001 C. B.
Hedgcock; calling 227-1700; or e-mailing disserv@nmu.edu. Reasonable and effective
accommodations and services will be provided to students if requests are made in a timely
manner, with appropriate documentation, in accordance with federal, state, and University
guidelines.
CLASS SCHEDULE
Week 1
Managerial View of Information Systems: Introduction
Week 2
The Firm's IS as a Socio-Technical System
Week 3
Week 4
Week 5
Supporting the Enterprise's Functional Areas through IT

Achieving Competitive Advantage through IT
Doing Business through Electronic Commerce
Week 6
Managerial Decision Making through IT
Week 7
Planning the Company's Use of IS Resources
Week 8
Creating Value for the Business with IT
Week 9
Corporate Data Resources
Week 10
Supporting the Firm's Communication Needs through IT
33
34
Week 11
Justifying the IT Investment
Week 12
Business Management Role in Development and Implementation
Week 13
Corporate Concerns for IT Security and Ethics
Week 14
Student Presentations of Research Papers
Week 15
Final Examination
34
35
NEW COURSE PROPOSAL

BUS 530 Organizations: Structure, Behavior, and Human Performance
a.
(i)
BUS 530 Organizations: Structure, Behavior, and Human Performance

4 credit hours
Prerequisite: MGT 240
(ii)
None
(iii)
Orgn Strcture Behvr HR
(iv)
Not applicable
This course is divided into three major components: micro organizational
behavior, macro organizational behavior, and human resource management. Micro
organizational behavior focuses on individual and group-level problems. The
section on macro organizational behavior focuses on organizational level
problems as they relate to improving organizational performance. The human
resource management segment will focus on recruiting, selecting, evaluating, and
disciplining employees. This course introduces some of the central topics in
management theory, research, and practice and provides the basis for
understanding and evaluating organizations and their management.
b.
Rationale
Hiring employees and staffing organizations in ways that are legal, ethical, and
productive are key concepts in operating any organization. The difference between an
outstanding organization and one that fails is often the motivation, decision-making, and
commitment of the organizations employees. Supervisors and managers must be able to
communicate with employees in ways that result in motivated employees who are good
decision makers and good team players. Virtually all AACSB-accredited MBA programs
contain at least one course on hiring and managing employees.
35
36

theoretical knowledge in integrated fundamental areas of organization behavior
(iv) Not applicable
c.
Course Number
prerequisites though it is a prerequisite for the capstone BUS 590 course. BUS prefix is
being used to identify all graduate courses offered by the College of Business.
d.
Course Credits
e.
Course Outline
f.
Course Objectives
Upon completion of this course, the student will be able to:
1. Understand how managers structure and design organizations.
2. Understand the role of management in the corporation and the types of skills needed to
perform managerial work
3. Understand the fundamentals of individual behavior in organizations
4. Understand the ethical nature of managerial decision making and the international nature
of business
5. Understand how to use communication, interpersonal relationships, and leadership skills
to manage human resources in organizations
g.
Staffing
professionally qualified faculty in Dr. Carol Steinhaus, Associate Professor, with a Ph D.
in Management (major in organizational behavior) from the University of NebraskaLincoln, to teach this course.
h.

The course will need certain audio-visual materials which will have to be purchased. The
approximate cost of $2,500 will be borne through the normal operational budget of the
College of Business.
36
37
i.

consistent with peer institutions offering MBA programs. Dr. Steinhaus has indicated that
existing NMU library resources are appropriate for this course. See attached course
syllabus for required readings.
j.

The cost of one-time purchase of audio-visual materials (approximately $2,500) will be
borne through the normal operational budget of the College of Business.
k.

None
l.
Deletion of Courses
None
m.
Implementation Date
37
38
BUS 530 ORGANIZATIONS:

Structure, Behavior, and Human Performance
Course Outline
Professor:
Carol S. Steinhaus
Associate Professor
College of Business
309D Cohodas Hall
1401 Presque Isle Avenue
Northern Michigan University
906 227-1849
csteinha@nmu.edu
This course is divided into three major components: micro organizational behavior, macro
organizational behavior, and human resource management. Micro organizational behavior
focuses on individual and group-level problems. The section on macro organizational behavior
focuses on organizational level problems as they relate to improving organizational performance.
The human resource management segment will focus on recruiting, selecting, evaluating, and
disciplining employees. This course introduces some of the central topics in management theory,
research, and practice and provides the basis for understanding and evaluating organizations and
their management.
Objectives
Upon completion of this course, the student will be able to:
6. Understand how managers structure and design organizations.
7. Understand the role of management in the corporation and the types of skills needed to
perform managerial work
8. Understand the fundamentals of individual behavior in organizations
9. Understand the ethical nature of managerial decision making and the international nature
of business
10. Understand how to use communication, interpersonal relationships, and leadership skills
to manage human resources in organizations
Prerequisites
MGT 240
Methods
This course will be taught as a hybrid, with both face-to-face classes and work on the web. Either
class will meet physically each week for 3 hours with the equivalent of 1 hour of work on the
web (discussion boards, video analysis, sharing of students papers) OR there will be some
weeks where class does not occur physically but work is done on the web. At this point, it is
assumed that some work each week will be via computer, but that class will meet each week.
This decision will be made with student input.
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39
This course will include lectures, discussions, presentations from guest speakers, case analyses,
videos, computer work, papers, and student presentations.
Attendance Policy
There is a proven relationship between class attendance and academic performance. I expect
class participation, both in physical classes and in web activities. I will expect you to be in class
on time, prepared, and focusing on doing the best job you can. This is a masters level class and
the expectations will be set at that level.
Grading Policy
Following the first week of class during which some key decisions will be made with student
input, a form will be provided to each student on which s/he can keep track of the weighting
scheme and his/her individual scores. Based on class input during the first week of class, a
grading scheme will be developed regarding points for various activities, and then a standard
grading scheme (90% = A; 80% = B, etc.) will be developed. Late work will be accepted but will
be penalized.
There will be required weekly papers. Each paper must be typed and will focus on a current
business journal article, no older than 2 years, that focuses on the topic of the week. The articles
contents must be summarized in one page, and the student will relate how the article relates to
the weeks topic, what the article adds to course content, etc., in the succeeding pages. Papers
will generally be at least 4 pages long and will focus on the higher levels of Blooms taxonomy
of learning (analysis and synthesis) Students will present their papers to class members in a 5
minute presentation each week.
Items included in the grading scheme will be a mid-term and a final test, class participation,
discussion board activities, and weekly papers. Tests must account for at least 60% of the final
grade. The weighting of other items will be determined by the group during the first class
meeting.
Academic Dishonesty
Students should strive to obtain the highest possible level of academic achievement. You have n
obligation to abide by accepted standards of academic honesty. In cases where there are
reasonable grounds to suspect a student of academic dishonesty, as defined in the Student Code
in Section 2.2.3, appropriate corrective action will be taken. Academic honesty includes, but is
not limited to, activities such as cheating or plagiarism (submitting as ones own work that
contains ideas or materials taken from another without full acknowledgement of the author and
source.
NMU Disability Policy
Coordinator of Disability Services Office at 2001 Hedgcock (phone 227-1700). Reasonable and
effective accommodations and services will be provided to students if requests are made in a
timely manner, with appropriate documentation, in accordance with federal, state, and University
guidelines.
39
40
NMU Non-Discrimination Statement

NMU does not unlawfully discriminate on the basis of race, color, religion, sex, national origin,
age, height, weight, marital status, familial status, handicap/disability, sexual orientation, or
veteran status in employment or the provision of services, and provides, upon request, reasonable
accommodation including auxiliary aids and services necessary to afford individuals with
disabilities an equal opportunity to participate in all programs and activities. Anyone having civil
rights inquiries may contact the Equal opportunity Office, 158 Services Building, telephone
number 906 227-2420.
Textbooks:
Several possibilities, such as:
Robbins, S. P. (2005). Organizational behavior. Pearson Prentice Hall.
Robbins, S. P. (2007) The truth about managing people. Pearson Prentice Hall
Bohlander and Snell (2007) Managing Human Resources. Thomson Southwestern
Yukl, G. A. (2006) Leadership in Organizations. Pearson Prentice Hall
TENTATIVE SCHEDULE OF TOPICS
Week 1
Class overview
Management history (scientific, administrative, human relations)
Organizational structure issues
Possible Reading---Foundations of Organization Structure, Chapter 15, Robbins
Week 2
Organizational Behavior, Individual Differences and Learning Styles
Possible Reading--What is Organizational Behavior---Chapter 1, Robbins
Foundations of Individual Behavior, Chapter 2, Robbins
Learning Styles activity
Presentation of weekly papers
Week 3
Personality, Values, and Attitudes
Possible Reading---
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Values, Attitudes, and Job Satisfaction, Chapter 3, Robbins

Personality and Emotions, Chapter 4, Robbins
Big 5 personality activity
Week 4
Perception and Individual Decision Making
Possible Reading
Perception and Individual Decision Making, Chapter 5, Robbins
Perception activities and decision-making exercises
Week 5
Motivation theories and history
Possible Reading
Basic Motivation Concepts, Chapter 6, Robbins
Case analyses of motivation problems
Week 6
Current motivation applications
Possible Reading
Motivation: From Concepts to Applications
Case analyses of motivation problems provided by students
Week 7
Midterm---Test #1
Week 8
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Groups and Teams

Possible Reading
Foundations of Group Behavior, Chapter 8 Robbins
Understanding Work Teams, Chapter 9 Robbins
Group/team experiential activities
Weekly paper presentations
Week 9
Leadership
Possible Reading
Basic Approaches to Leadership, Chapter 11, Robbins
Experiential activities
Case analyses of students leadership issues at work
Week 10
More current leadership issues
Possible Reading
Contemporary Issues in Leadership, Chapter 12, Robbins
Experiential activities
Week 11
Power, politics, and conflict management
Possible Reading
Power and Politics, Chapter 13, Robbins
Conflict and Negotiation, Chapter 14, Robbins
Conflict management experiential activities
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Week 12
Organizational culture
Possible Reading
Organizational Culture, Chapter 16, Robbins
Weekly paper will require an analysis of students own workplaces or previous
workplaces, using key issues such as stories, rituals, symbols, etc.
Week 13
Equal Employment and Job Analysis of Human Resource Management
Possible Reading
Equal Employment Opportunity, Chapter 3, Bohlander and Snell
Job Analysis, Employee Involvement, and Flexible work Schedules, Chapter 4,
Bohlander and Snell
In-class analysis activities
Week 14
Employee Selection, Evaluation, and Discipline
Possible Reading
Employee Selection, Chapter 6, Bohlander and Snell
Appraising and Improving Performance, Chapter 8, Bohlander and Snell
Employee Rights and Discipline, Chapter 13, Bohlander and Snell
Week 15
Final exam
_______________________________________________________________________
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NEW COURSE PROPOSAL

a.
(i)

4 credit hours
Prerequisite: MKT 230
This course is designed to provide students with an overview of the process of developing
and implementing marketing strategy. Through the use of strategy-related readings, cases,
applied exercises and a course project, students will develop and refine strategic marketing
planning and problem-solving skills.
b.
(ii)
Not applicable
(iii)
Not applicable
(iv)
Not applicable
Rationale
Marketing is a basic and critical component of any successful business and/or non-profit
organization, and as a result virtually all AACSB-accredited MBA programs contain some
course (or integrated course content) related to marketing strategy. Marketing is an essential
business function defined as the activity, set of institutions and processes for creating,
communicating, delivering and exchanging offerings that have value for customers, clients,
partners and society at large (American Marketing Association 2007), and is a critical
determinant of business success (or failure). BUS 540 will guide students through a
classical and contemporary review of marketing strategy; more detailed information on the
specific content of BUS 540 Marketing Strategy is cited in item e. below and via the
example syllabus included with this course proposal.
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theoretical knowledge in integrated fundamental areas of marketing
(iv) Not applicable
c.
Course Number
graduate courses as prerequisites. BUS prefix is being used to identify all graduate
courses offered by the College of Business.
d.
Course Credits
e.
Course Outline
f.
Course Objectives
Attached to this proposal is an extensive course syllabus, which contains the course
objectives. Specifically there are five (5) identified course objectives:
1. To expand and refine marketing decision-making skills based upon various constraints
(i.e., resource, time, information, etc.)
2. To develop a disciplined approach to the analysis and evaluation of marketing problems
and opportunities
3. To further enhance the students understanding of the role of marketing given the firms
process of strategic planning, and to further appreciate how the elements of a successful
marketing strategy and implementation plan fit together with one another
4. To instill the need to continuously update, monitor, review and evaluate current
developments and trends in the areas of marketing strategy and implementation (e.g., Ecommerce, International Marketing, ERP, CRM, Database Marketing, Marketing Metrics,
Marketing Ethics and Strategy etc.)
5. To increase the quality of marketing decision-making by focusing upon how plans and
implementation are communicated effectively within the organization.
g.
Staffing
academically qualified faculty in Dr. Gary Brunswick, Professor of Marketing, to teach
this course. Dr. Brunswick holds a Ph.D. in Marketing from Arizona State University.
h.

None
i.

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consistent with peer institutions offering MBA programs. Dr. Brunswick has indicated
existing NMU library resources will be appropriate for this course. See attached course
syllabus for required readings.
j.

k.

None
l.
Deletion of Courses
None
m.
Implementation Date
Winter or Fall 2011
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BUS 540 - Marketing Strategy

Dr. Gary Brunswick
Course Outline
_______________________________________________________________________
Campus Network
http://www-instruct.nmu.edu/~gbrunswi/BUS%20540/
(Course documents / files found in this folder)
(NMU Instruct Server)
Fall Semester 2010
Walker L. Cisler College of Business
Marquette, Michigan
_______________________________________________________________________
Time:
6:00 9:20 p.m. (80786) JH 243
Day:
Thursday
Professor:
G. Brunswick, Ph.D.,
Professor of Marketing
Office:
310E Cohodas
E-Mail:
gbrunswi@nmu.edu
Telephone:
227-1261
Office Hours:
Tuesday, Wednesday and Thursday 9:00 11:30 p.m.

Thursday 4:00 5:45 p.m.,
Textbook:
and by appointment
Strategic Market Management by David A. Aaker (2007edition)
_______________________________________________________________________
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Course Objectives and Direction -- Marketing Strategy is designed to equip students with a set of
analytical tools and experiences designed to improve the quality of decision-making related to the
development and implementation of marketing strategy. Through the use of strategy-related
readings, cases, applied exercises and a course project, students will develop and refine strategic
marketing planning and problem-solving skills. The objectives for this course include the
following:
1. To expand and refine marketing decision-making skills based upon various constraints
(i.e., resource, time, information, etc.).
2. To develop a disciplined approach to the analysis and evaluation of marketing problems
and opportunities.
3. To further enhance the students understanding of the role of marketing given the firms
process of strategic planning, and to further appreciate how the elements of a successful
marketing strategy and implementation plan fit together with one another.
4. To instill the need to continuously update, monitor, review and evaluate current
developments and trends in the areas of marketing strategy and implementation (e.g., Ecommerce, International Marketing, ERP, CRM, Database Marketing, Marketing Metrics,
Marketing Ethics and Strategy etc.)
5. To increase the quality of marketing decision-making by focusing upon how plans and
implementation are communicated effectively within the organization.
_______________________________________________________________________
Course Format -- Marketing Strategy utilizes a lecture / discussion format; however a high degree
of responsibility for preparation and communication will be placed upon each student. Active
participation by all students is an important part of the overall learning process, and is essential to
the success of the course. Participation includes all forms of interaction between students and the
professor (i.e., questions, comments, examples, etc.). Specific focus will be given to the quality of
the comments made by each student. From an overall perspective, students are expected to be
well-prepared for each class session, and should be able to make numerous quality comments.
_______________________________________________________________________
Course Performance -- Performance responsibilities in this course fall into several basic areas:
Written Cases (Individual and Team)
300 points
Short Assignments
300
Participation
200
Marketing Strategy Briefing
50
Final Course Project /Presentation
150
----48
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Total
1000 points
Written Cases Students will be required to submit written analyses of a number of the cases in
the course; individual as well as team cases will be assigned. Cases are due at the beginning of the
class session on the assigned due date; late papers will not be accepted.
Short Assignments Students will be required to complete a number of short assignments related
to course material at various points during the semester. Short assignments are due at the beginning
of the class session on the assigned due date; late papers will not be accepted.
Participation Students will be evaluated on their individual contributions, as well as contributions
via team presentations. Feedback on participation will be provided to each student sometime
around the midsemester point, and at the end of the term.
Marketing Strategy Briefing (MSB) Each seminar participant will be responsible for presenting
a recent (and significant) article related to marketing strategy; more information will be provided on
the MSB in a separate handout.
Final Course Project /Presentation - Each student will complete a comprehensive course project;
course projects will entail completing a marketing plan for a firm (i.e., this could be your current
employer) or conducting a detailed marketing strategy / implementation audit for a firm (i.e., again,
this could be your current employer). Each student will conduct a professional-quality presentation
of their course project; presentations will be scheduled for the last several class sessions. More
information on the course project options will be provided in a separate handout later in the
semester.
Attendance - Given the format for this course and the heavy reliance upon participation by
students, regular and punctual attendance will be considered normative behavior. Each student will
be permitted to miss (1) one regular class sessions (or be late for 1 class session) without penalty;
after a total of 1 is reached, the student's participation grade and (in turn) final letter grade will be
directly (e.g., negatively) impacted.
_______________________________________________________________________
Background
Dr. Brunswick holds the following degrees:
Ph.D. (1992)
Business Administration (Marketing)

Arizona State University
M.B.A. (1986)
Marquette University
B.S. (1984)
Marketing (Summa Cum Laude)

A.D. (1981)
Retailing and Sales

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Dr. Brunswick has published his research in the following journals:

Journal of Marketing (book review)
Journal of the Academy of Marketing Science
Journal of Consumer Behaviour
The Marketing Management Journal
The Journal of Professional Services Marketing
The International Journal of Case Studies and Research
The Journal of the International Academy of Case Studies
The Academy of Educational Leadership Journal
The Academy of Marketing Studies Journal
Additionally, Dr. Brunswick has presented his research at over 30 research conferences in the
United States, Canada, Scotland, Wales, China, and has guest lectured at universities in Finland,
England, Germany and the Netherlands. His international teaching experiences include 3 separate
courses taught at universities in Finland. His consulting experiences / grants are varied and
substantial, and include organizations such as the First Interstate Center for Services Marketing,
located at Arizona State University, The Office of Research and Development, at Northern
Michigan University, the Walker L. Cisler College of Business at NMU, the American Marketing
Association (Chicago, Illinois), Marquette General Hospital, Bell Hospital, and the United States
Army Recruiting Command (USAREC), Fort Knox, Kentucky. He also served as the campaign
manager for the McCallum for Lieutenant Governor campaign in the state of Wisconsin, and has
completed numerous small-to-medium sized business consulting projects. His professional
development experiences are also varied and include attending the American Marketing Association
Doctoral Consortium (Harvard Business School, Harvard University) and the Faculty Development
in International Business Seminar (University of South Carolina).
Dr. Brunswick holds membership in the following national honor societies: Phi Kappa Phi, Beta
Gamma Sigma, Alpha Mu Alpha and the National Golden Key Honor Society. He has received
teaching awards from the Walker L. Cisler College of Business, the Telion Chapter of Mortar Board
at Northern Michigan University, and has been named as a recipient of the Distinguished Faculty
Award at NMU, Outstanding Young Alumni Award also from NMU, and he received the George
Hay Brown Marketing Scholar of the Year Award from the American Marketing Association.
Having joined the NMU faculty during Fall 1991 semester, he currently holds the rank of (tenured)
full professor of Marketing.
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__________________________
Course Schedule / Dateline
__________________________
27 August
Course Orientation and Syllabus

Introduction to Strategic Marketing
3 September
Overview of Strategic Marketing

Aaker chapters 1-7
Marketing Strategy Briefings
10 September
Overview of Strategy Marketing Continued

Aaker chapters 8-16
17 September
Functional Area Strategies Distribution / International

Case Assignment:
Duncan Industries

24 September
Functional Area Strategies Promotion

Case: Drypers Corporation
1 October
Functional Area Strategies Pricing

Case: Southwest Airlines
8 October
Functional Area Strategies - Product

Case: Cymbalta
15 October
Product Liability and Marketing Strategy

Short Assignment: Yamaha Rhino UTV
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Mid-Semester Participation Feedback (Cutoff Date)

__________________________
Course Schedule / Dateline
__________________________
22 October
Services Marketing Strategy / CRM

Short Assignment: Nextel Drops Customers
29 October
Marketing Ethics and Marketing Strategy

Short Assignment: Mattel
5 November
Marketing Metrics
Short Assignment: Marketing Dashboard
12 November
E-Commerce and Marketing Strategy

Short Assignment: Hybrid E-commerce Models
19 November
Course Project Presentations (Grouping 1)

Written Course Project Reports Due From All Students
3 December
Course Project Case Presentations (Grouping 2)
10 December
Course Project Case Presentations (Grouping 3)

(Note: This session is during Finals Week Thursday 6:00 7:50 p.m.)
Note:
Some casework and short assignments will be assigned to individuals, while other
case work and short assignments may be assigned to teams or groups. All
assignments will be made well in advance of the relevant due date for that
assignment.
Summary of Key Dates

Midsemester (Participation) Evaluations
15 October (reflects participation up to / through 15 October session; written evaluations
will be made available during the next seminar session, which is 22 October)
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Final (Participation) Evaluations

10 December (reflects participation from 22 October session through the end of the seminar)
Course Project
19 November Written report due from all students
19 November
Course project final presentations (Grouping 1)
3 December
10 December

DISABILITY SERVICES
Coordinator of Disability Services in the Disability Services Office by: coming into the office at
2001 C. B. Hedgcock or calling 227-1700. Reasonable and effective accommodations and
services will be provided to students if requests are made in a timely manner, with appropriate
documentation, in accordance with federal, state, and University guidelines.
NMU NON-DISCRIMINATION STATEMENT
religion, sex, national origin, age, height, weight, marital status, familial status, handicap /
disability, sexual orientation, or veteran status in employment or the provision of services, and
provides, upon request, reasonable accommodation including auxiliary aids and services
necessary to afford individuals with disabilities an equal opportunity to participate in all
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54
NEW COURSE PROPOSAL

a.
(i)

4 credit hours
Prerequisite: MA 171
Designed to help managers understand, create an apply statistics and research methods to
solve business problems. This course surveys research methods and the underlying
concept of validity with the understanding that statistics based on invalid data are not
useful in decision making. The course examines an array of statistical methods including
measures of association, measures of difference, multivariate analysis, and nonparametric statistics with an appreciation for probability as a basis for understanding the
message of these statistics, an eye toward knowing when each particular test is
appropriate, and an understanding of the components of the calculations and how their
values affect statistical results.
b.
(ii)
MA 103 or MA 104 or MA 105 is a prerequisite to MA 171
(iii)
Not applicable
(iv)
Not applicable
Rationale
A course in statistics is typical in an MBA program. Practicing managers need to
understand, create, and apply statistics to make effective business decisions. It is a
valuable and powerful tool which every manager should have.
theoretical knowledge in integrated fundamental areas of quantitative business
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55
analysis The mission of the Master in Business Administration program includes the
preparation of students to function as effective decision makers. Practicing managers
need to understand, create, and apply statistics to make effective business decisions.
(iv) Not applicable
c.
Course Number
graduate courses as prerequisites. This course, however, is a prerequisite to the capstone
course in the program, BUS 590. BUS prefix is being used to identify all graduate
d.
Course Credits
e.
Course Outline
f.
Course Objectives
Students will be able to:
1. Explain why no set of data is perfect, and what can be done to improve the validity of
data
2. Describe an appropriate research design or collection method given a business problem
3. Explain the logic of hypothesis testing (what it means to accept/reject a null hypothesis)
4. Describe how various distributions affect how probabilities are determined
5. Describe commonalities true to all statistical tests
6. Determine the appropriate statistical test to analyze the data to address specific problems
7. Explain the results of a statistical test in terms of probabilities
g.
Staffing
There is no additional cost for staffing this course. The College of Business has several
academically qualified faculty to teach this course. This includes Dr. James Drosen,
Associate Professor, Dr. Kenneth Janson, Professor, Dr. Bruce Sherony, Professor, and
Dr. Gary Stark, Assistant Professor.
h.

None
i.

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56
consistent with peer institutions offering MBA programs. See attached course syllabus for
required readings.
j.

k.

None
l.
Deletion of Courses
None
m.
Implementation Date
Winter or Fall 2010
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57

Course Syllabus
Instructor:
Meeting Time:
Office Hours:
Required
Materials:
See item g above
Statistics for Management and Economics, 8/e by Gerald Keller , ISBN-10:

0324569491 2009 published by Cengage
Understanding Research Methods (Seventh Edition) by Mildred L. Patten;
ISBN 1-884585-83-3; 2009; published by Pyrczak
MA 171
COURSE DESCRIPTION:
Designed to help managers understand, create an apply statistics to solve business problems.
COURSE OBJECTIVES:
Most organizations need data to make decisions in a variety of functions -- production, labor,
marketing, finance, etc. This class teaches you how to apply the scientific method to
gathering data and analyzing it. Youll learn what statistical tests to run on what type of data
and understand what concepts apply to all data analysis, including the idea of inherent
uncertainty and acceptance of Type I error. Although statistics and the scientific method are
used in many disciplines (e.g., psychology, physics, etc.), examples, applications, and
assignments will focus on the use of statistics in business decisions.
Briefly, at the end of the semester you should be able to:
Explain why no set of data is perfect, and what can be done to improve the validity of
data
Explain the logic of hypothesis testing (what it means to accept/reject a null hypothesis)
Describe how various distributions affect how you determine probabilities
Describe commonalities true to all statistical tests
Given a set of data, determine and execute the appropriate statistical test to analyze the
data
Explain the results of a statistical test in terms of probabilities
TOPIC OUTLINE:
Scientific Method
Validity & Measurement
Sampling
Basic Statistics, Descriptive Measures
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Probability & Distributions

Logic of Hypothesis Testing
t-tests, ANOVA, and Related Tests
Chi-square and Related Tests
Simple Regression
Multiple Regression
Factor Analysis
Time-Series Analysis
GRADING:
Unit Exams 4 @ varying point values
Exercises, Quizzes, etc.
400
200
100
Research Paper
TOTAL
700
You may earn up to 30 points extra credit through various exercises and analyses
Grading Scale:
F0
A 92 A- 90 B+ 87 B 82 B- 80 C+ 77 C 72 C- 70
D+ 67 D 62 D- 60
Examinations:
Plan for the exams to be some multiple choice (~80%), some short answer and problems, and
possibly matching.
Exercises, Quizzes, etc.
Exercise. Plan a variety of exercises such as case analyses, problems, group discussions, etc. We
will practice many of the statistical tests in class, often in groups.
Paper Section Drafts. I may have you write drafts of sections of your research paper and I may
grade you on these drafts.
Paper Peer Reviews. I may have you review sections of your classmates research papers or the
entire paper. If so I will grade you on the constructiveness, completeness, and accuracy of the
review.
Pre-Chapter Quizzes. For some chapters you may be quizzed over the book/notes before we
start covering the material in more detail. Some may be done in groups.
Quizzes. I may do a few post-chapter quizzes too, perhaps to give you a sense of what the exams
will be like. Some may be done in groups.
Research Paper
You will apply the material learned in this class by briefly designing a research project (including
measurements, samples, etc). You will not do actual data collection. The focus of the paper will
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be where you create (make up) data and analyze/ and interpret it. The paper will probably be
around 10 pages double-spaced, including appendixes and references.
ATTENDANCE, MAKE-UPS:
It is the instructors professional obligation to make every class session worthwhile. Class
meetings may contain experiences and context that cannot be duplicated elsewhere. In that
sense, missed classes cannot be made up because it is very difficult to reconstruct all the
experiences of being in class. I understand missing class happens. If you miss class it was
probably for something important to you.
If you miss class, I consider it your responsibility to get handouts, notes, and a general run-down
form somebody other than me. A limited number of points (30) missed from in-class exercises
can be made up through extra credit.
MAKE-UP POLICY:
Make up exams will be administered during exam times for one of my other classes.
always let me know in advance of any foreseen problems.
Please
COMMUNICATIONS:
I plan to use MyNMU (My Courses) http://my.nmu.edu/ and/or your NMU e-mail address to
supplement in-class communication or to deliver most handouts. I will inform you via email
(nmu.edu address) of handouts and will expect you to go to MyNMU to retrieve handouts and
bring them to class.
DISABILITY SERVICES:
Coordinator of Disability Services in the Disability Services Office at 2001 C. B. Hedgcock
(227-1700). Reasonable and effective accommodations and services will be provided to students
if requests are made in a timely manner, with appropriate documentation, in accordance with
federal, state, and University guidelines.
NON-DISCRIMINATION:
programs and activities.
Anyone having civil rights inquiries may contact the Equal Opportunity Office, 158 Services
Building.
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60
NEW COURSE PROPOSAL

a.
(i)

4 credit hours
Prerequisites: MA 171, CIS 212, MGT 325, ACT 230 and 240, FIN 351
This course explores the use of various Operations Research/Management Science

techniques to model and solve various business problems. Spreadsheet software
(specifically Microsoft Excel) will be used extensively in the modeling and solution of
these problems. Some topics covered are linear programming, integer programming,
decision analysis, queuing models, and simulation.
b.
(ii)
MA 103 or MA 104 or MA 105 is a prerequisite to MA 171; CIS 112 is a

prerequisite to CIS 212
(iii)
Not applicable
(iv)
Not applicable
Rationale
Operations Research/Management Science gives a business person a set of important
quantitative tools to model and solve a variety of problems in all areas of business. This
material is commonly covered in virtually all MBA programs.
theoretical knowledge in integrated fundamental areas of quantitative business
analysis The MBA program focuses on preparing managers to be effective decision
makers; this course contributes to that.
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(iv) Not applicable

c.
Course Number
graduate courses as prerequisites. However, the course is a prerequisite to the capstone
d.
Course Credits
e.
Course Outline
f.
Course Objectives
1. Recognize, model, and solve a variety of linear programming problems, and apply
sensitivity analysis to the results.
2. Recognize, model and solve problems requiring integer programming techniques such
as binary variables.
3. Model and analyze decision problems involving randomness. Decision tables,
decision trees, the value of information, Bayes rule, and utility theory should be
familiar to the student.
4. Model and analyze a variety of queuing (waiting line) models. Single vs. multiple
servers, finite vs. infinite capacity, and finite vs. infinite source models should be
5. Model, simulate, and analyze a variety of business problems that cannot be analyzed
using standard analytic methods.
g.
Staffing
There is no additional cost for staffing this course. The College of Business has an
academically qualified faculty member in Dr. James W. Drosen, Associate Professor, to
staff this course. He holds a Ph.D. in Applied Mathematics from Northwestern University.
h.

None
i.

a. In developing the MBA program, the College has been in consultation with Mr. Michael
consistent with peer institutions offering MBA programs. Dr. Drosen has indicated that
existing NMU library resources will be appropriate for this course; students will have access
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to supplementary texts and related journals in both hard copy and electronic formats.
j.

k.

None
l.
Deletion of Courses
None
m.
Implementation Date
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BUS 560 - QUANTITATIVE DECISION MAKING

SYLLABUS
PROFESSOR
James W. Drosen
Associate Professor of Business Administration
College of Business
304H Cohodas Hall
227-1247
jdrosen@nmu.edu
BULLETIN DESCRIPTION
This course explores the use of various Operations Research/Management Science
techniques to model and solve various business problems. Spreadsheet software (specifically
Microsoft Excel) will be used extensively in the modeling and solution of these problems. Some
topics covered are linear programming, integer programming, decision analysis, queuing models,
and simulation.
COURSE OBJECTIVES
Students who complete this course should be able to achieve the following objectives:
1. Recognize, model, and solve a variety of linear programming problems, and apply
sensitivity analysis to the results.
2. Recognize, model and solve problems requiring integer programming techniques such
as binary variables.
3. Model and analyze decision problems involving randomness. Decision tables,
decision trees, the value of information, Bayes rule, and utility theory should be
4. Model and analyze a variety of queuing (waiting line) models. Single vs. multiple
servers, finite vs. infinite capacity, and finite vs. infinite source models should be
5. Model, simulate, and analyze a variety of business problems that cannot be analyzed
using standard analytic methods.
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PREREQUISITES
Prerequisites: MA 171, CIS 212, MGT 325, ACT 230 and 240, FIN 351
CLASS STRUCTURE
Students are expected to read the next topics to be covered in the text before coming to
class. The class will typically begin with a lecture on the new material and many times continue
with a group exercise consisting of one or several problems. Since Excel will be used extensively
in the solution of these problems, it is expected that the student will bring their laptop to class
and will have a basic working knowledge of Excel. Weekly homework will also be assigned.
Homework may consist of textbook problems or case analyses, or problems or cases assigned by
the instructor. Quizzes will be given every week or two, and will be announced in advance.
ATTENDANCE POLICY
It is assumed that students will attend all classes. Any work missed due to an absence will
require written documentation of a university-approved reason to make up. Late homework will
receive half credit if it is turned in less than one week after it is due.
GRADING POLICY
Each student will receive a grade based on two exams (37% each) and homework,
quizzes, and group projects (26%). The minimum percentages required for a grade are as
follows:
93.3 A
80.0 B-
66.6 D+
90.0 A-
76.6 C+
63.3 D
86.6 B+
73.3 C
60.0 D-
83.3 B
70.0 C-
0.0 F
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NMU DISABILITY POLICY

Coordinator of Disability Services Office at C.B. 2001 Hedgcock (227-1700). Reasonable and
timely manner, with appropriate documentation, in accordance with federal, state and University
guidelines.
NMU NON-DISCRIMINATION STATEMENT
NMU does not unlawfully discriminate on the basis of race, color, religion, sex, national
origin, age, height, weight, marital status, familial status, handicap / disability, sexual orientation,
or veteran status in employment or the provision of services, and provides, upon request,
reasonable accommodation including auxiliary aids and services necessary to afford individuals
with disabilities an equal opportunity to participate in all programs and activities. Anyone
having civil rights inquiries may contact the Equal Opportunity Office, 158 Services Building,
telephone number 906-227-2420.
TEXTBOOK
Frederick S. Hillier and Mark S. Hillier, Introduction to Management Science: a
Modeling and Case Studies Approach with Spreadsheets, third edition, McGraw-Hill, 2008.
(Some other possible texts include Management Science: The Art of Modeling with Spreadsheets
by Stephen G. Powell and Kenneth R. Baker, Spreadsheet Modeling and Decision Analysis: A
Practical Introduction to Management Science, by Cliff T. Ragsdale, and Operations Research
Applications and Algorithms by Wayne L. Winston.)
TOPICS FOR ANALYSIS AND DISCUSSION
WEEK 1
Introduction and Linear Programming: Basic Concepts
WEEK 2
Linear Programming: Formulation and Applications
WEEK 3
Modeling with Spreadsheets
WEEK 4
Sensitivity Analysis for Linear Programming
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WEEK 5
Network Optimization Problems
WEEK 6
Integer Linear Programming and Mixed Integer Linear Programming
WEEK 7
Mid-Semester Review, Overview and Discussion
MID SEMESTER EXAMINATION
WEEK 8
Nonlinear Programming
WEEK 9
Decision Analysis
WEEK 10
Forecasting
WEEK 11
Introduction to Queueing Models
WEEK 12
Additional Queueing Models
WEEK 13
Computer Simulation: Basic Concepts
WEEK 14
Simulation of Business Processes and Analysis
WEEK 15
Final Examination
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67
NEW COURSE PROPOSAL

a.
(i)

4 credit hours
Prerequisites: ACT 240 and MA 171
Develop understanding of concepts of accounting information for planning and control of

enterprise activities including concepts of cost measurement and analysis, cost behavior,
profit planning, standard costing, operational and capital budgeting, decentralization, and
decision support. Focus on decision makers analysis of accounting information and
formulation of effective action plans based upon that analysis.
b.
(ii)
ACT 230 is a prerequisite for ACT 240; MA 103 or MA 104 or MA 105 is a

prerequisite to MA 171
(iii)
Not applicable
(iv)
Not applicable
Rationale
To function effectively, managers need timely information about the financial
consequences of decision alternatives. They plan operations with careful concern for
these consequences and, once a plan is implemented, they monitor its attainment level.
Measures of attainment quantify the outcome of the plan and motivate, when necessary,
corrective actions. Managerial accounting addresses the needs of decision makers for
relevant information to plan operations, to monitor outcomes, and to implement control
strategies. Managerial accounting competency is a core component of the educational
program for managers.
67
68

theoretical knowledge in integrated fundamental areas of accounting
(iv) Not applicable
c.
Course Number
graduate courses as prerequisites. This course is a prerequisite to the capstone course in
the program, BUS 590. BUS prefix is being used to identify all graduate courses offered
by the College of Business.
d.
Course Credits
e.
Course Outline
f.
Course Objectives
1. Consider the cost and performance information necessary for long-term success
in various competitive environments.
2 Develop a framework for utilizing information generated by managerial
information systems for tactical and strategic decisions.
3. Consider the current and emerging practices in cost management.
4. Evaluate the methods for decentralizing and controlling organizations
g.
Staffing
academically qualified faculty member in Dr. Kenneth Janson (PhD and CPA), Professor
of Accounting, to staff this course. Dr. Kenneth Janson has several years of graduate
teaching and professional business experience in the area of managerial accounting and
related fields. He has his Ph.D. from the University of Wisconsin.
h.

None
i.

consistent with peer institutions offering MBA programs.
68
69
Several comprehensive textbooks exist that are appropriate for a Managerial Accounting
course offered at the MBA level; an appropriate textbook will be a student purchased
resource that is required for BUS 570. Access to news feeds and business current events
is crucially important, but adequately supplied through resources available through the
internet. For reserve readings, access to the following journals or a course pack strategy
is required:
i. ABACUS
ii. Accountancy
iii. Accounting Education
iv. Accounting, Organizations and Society
v. Commercial Lending Review
vi. Forbes
vii. Journal of Accounting & Public Policy
viii. Journal of Cost Management
ix. Journal of Health Care Finance
x. Management Accounting
xi. Management Accounting Quarterly
The instructor will arrange for articles from these journals to be available for reserve
readings.
j.

Not Applicable
k.

None
l.
Deletion of Courses
None
m.
Implementation Date
Winter or Fall 2011
69
70
BUS 570
Managerial Accounting
Kenneth R. Janson, Ph.D., CPA
310AA Cohodas Building
Phone: 906-227-2682
E-mail: kjanson@nmu.edu
Class meeting:
6:00 to 9:20 p.m. Monday evenings
Office Hours:
1:30 to 5:30 p.m. on Monday, Tuesday and Wednesday afternoons

Other times by appointment
Course Description: Develop understanding of concepts of accounting information for

planning and control of enterprise activities including concepts of cost measurement and
analysis, cost behavior, profit planning, standard costing, operational and capital budgeting,
decentralization, and decision support. Focus on decision makers analysis of accounting
information and formulation of effective action plans based upon that analysis.
Required Text: Garrison, R.H., E.W. Noreen, & P.C. Brewer, Managerial Accounting, 12th
edition, McGraw-Hill, 2009.
Objectives: Any organizations long-term competitive success is critically dependent on (1) the
quality of information about its products, services, processes, organizational units, suppliers, and
customers, (2) its ability to act [rationally] on that information, and (3) its ability to motivate its
employees and control its performance consistent with that information. The term managerial
accounting refers to the set of information concepts, models and systems that provide this
information and control for managers. This course will introduce you to the modern concepts of
managerial accounting. The main objectives are to:
Consider the cost and performance information necessary for long-term success
in various competitive environments.
Develop a framework for utilizing information generated by managerial
information systems for tactical and strategic decisions.
Consider the current and emerging practices in cost management.
Evaluate the methods for decentralizing and controlling organizations.
Prerequisites: ACT 240 Principles of Accounting II and its prerequisite, ACT 230, which
together comprise the introductory undergraduate sequence in principles of accounting at NMU,
or equivalent college level study of accounting principles.
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71
Learning & Evaluation: Learning occurs through a variety of activities. Our classroom time
will be devoted to lectures and discussion of assigned material, in-class activities that reinforce
our lecture topics, and demonstrations of managerial accounting research techniques, primarily
internet based, which address issues germane to the study of public corporations. Student
achievement will be assessed through several measured activities. Course grades will be
assigned based upon points earned on examinations and other activities. Of 1000 possible
points, 570 points may be earned on examinations and 430 points may be earned on other
activities. Final grades will be determined by curve, but 850 points will always be sufficient to
earn a grade of A; 700 points will always be sufficient to earn a grade of B+; and 600 points will
always be sufficient to earn a grade of B-.
Exams: 570 points possible. Learning is measured by two exams, a mid-term in approximately
the eighth week, and the final. The mid-term exam (250 points) will cover the first eight chapters
and the final exam (320 points) will cover the entire course. Exams are in-class activities that
are designed to measure each students grasp of the subject matter and problem solving skills
exams are not designed to test speed or a students ability to memorize formulas. Accordingly,
students may optionally prepare Exam Notes to be used as reference aids for each exam. Each
students Exam Note is to be his or her own composition, and must be signed to that effect and
submitted for instructor review at the time of the examination.
Other activities: 430 points possible Several graded activities will permit students to earn up
to 430 points. Approximately 550 points will be offered, so occasional missed activities or a few
poor quiz scores can be readily made up. These 550 opportunity points are distributed
approximately as follows:
1. Homework: 150 points possible. Students are assigned reading from the text and are
directed to questions and exercises that should be attempted before attending each
lecture. In our lecture sessions, we will first present the material related to the readings,
discuss key concepts and issues, and then develop solutions for the assigned exercises
and problems. Certain homework problems are designated as hand-in problems, and will
be evaluated for course credit. Hand-in problems should be neatly prepared. Clarity,
organization, and evidence of effort are more relevant than correctness in the
assessment of homework.
2. Quizzes and In-Class Activities: 200 points possible. Occasional quizzes will be
administered throughout the semester. Quizzes typically cover assigned readings and
homework problems and are generally 5 short calculations or objective type questions.
IN-CLASS activities will reinforce our study topics and participation points will be
earned through their successful completion. Often, In-class activities are group projects
that require internet research or a team based effort to solve a few quiz questions.
3. Managerial Accounting Analysis Projects: 100 points possible. Two managerial
accounting data analysis projects. Projects may include the collection of corporation data
from Internet sources and the analysis of those data to support reasoned conclusions
about the companies selected for study. Students should expect to gain research skills
that will facilitate the competent investigation of corporate affairs, and be germane to
their future professional activities 50 points available for each project.
4. Supplemental Readings: 100 points possible. For each topical area that we study, one or
a few articles from the current academic and professional literature of managerial
71
72
accounting are assigned readings. Readings should be completed before the class session
when that topic is discussed. Prepare a two page critical summary for each of two
articles. Your choice of articles 50 points available for each summary.
Non-Discrimination Policy: Northern Michigan University does not unlawfully discriminate on
the basis of race, color, religion, sex, national origin, age, height, weight, girth, marital status,
familial status, handicap/disability, sexual orientation, or veteran status in employment or the
provision of services, and provides, upon request, reasonable accommodation including auxiliary
aids and services necessary to afford individuals with disabilities an equal opportunity to
participate in all programs and activities. Anyone having civil rights inquiries may contact the
Equal Opportunity Office, 158 Services Building, telephone number 906-227-2420.
Americans with Disabilities Act Accommodations: If you have a need for disability-related
accommodations or services, please inform the Coordinator of Disability Services in the
Disability Services Office at 2001 C. B. Hedgcock (227-1700). Reasonable and effective
guidelines.
Plagiarism: Academic dishonesty such as plagiarism is considered a serious offense and will
result in a failing grade for the course and possible disciplinary action in accordance with
university policy. You may refer to section 2.2.3 of Northern Michigan University's student code
for complete details of the policies regarding academic dishonesty.
Topical Outline:
TOPIC
Read
Items for InClass Discussion
Items to be
submitted
1. Managerial Accounting and the Business

Environment
R1
1-4,5
1-1,2
2. Cost Terms, Concepts and Classifications
R2
2-1,2,3,4,8,13
2-16,17
3. Systems Design: Job-Order Costing
R3
3-2,3,4,5,8,9
3-14
4. Systems Design: Process Costing
R4
4-1,2,4,6,7,10
4-21
5. Cost Behavior: Analysis & Use
R5
5-2,3,6,12
5-18
6. Cost-Volume-Profit Relationships
R6
6-1,2,3,4,6,7,8
6-19
7. Variable Costing: A Tool for Management
R7
7-1,2,3,8,14
7-16
8. Activity Based Costing: A Tool to Aid Decision

Making
R8
8-2,3,4,5,11
8-24
9. Profit Planning
R9
9-1,2,3,4,5,6,7
9-19
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73
10. Standard Costs and the Balanced Scorecard
R10
10-1,2,3,4,5,6
10-16
11. Flexible Budgets and Overhead Analysis
R11
11-1,2,4,5,6
11-13
12. Segment Reporting and Decentralization
R12
12-1,2,3,4,7,6
12-9,11
13. Relevant Costs for Decision Making
R13
13-1,2,3,4,5,6
13-16
14. Capital Budgeting Decisions
R14
141,2,3,4,5,6,7,8
14-12,13
15. Service Department Costing; An Activity

Approach
R15
15-1,2,3,4
15-10
Readings:
R1: Chan, Siu Y., Quality Management Systems Certification: Research Note, ABACUS 37,
no.2, 2001, pp.248-266.
R2: Gordon, L.A. and M. P. Loeb, Distinguishing between Direct and Indirect Costs Is Crucial
for Internet Companies, Management Accounting Quarterly, Summer 2001, pp. 12-17.
R3: Evans, J.H., Y. Hwang, and N.J. Nagarajan, Management Control and Hospital Cost
Reduction: Additional Evidence, Journal of Accounting and Public Policy 20, 2001, pp.
73-88.
R4: P. Longmore, Process Costing Demystified, Accountancy, October 1994, pp.88-91.
R5: A. Novin, Applying Overhead: How to Fin d the Right bases and Rates, Management
Accounting, March 1992, pp. 40-43.
R6: L. Kroll, Fear of Flying, Forbes, March 24, 1997, pp. 108-111.
R7: W.S. Waller, B. Shapiro, & G. Sevcik, Do Cost-Based Pricing Biases Persist in Laboratory
Markets? Accounting, Organizations and Society, November 1999, pp. 717-740.
R8: R.S. Kaplan & V.G. Narayanan, Measuring and Managing Customer Profitability,
Journal of Cost Management, September/October 2001, pp.5-15.
R9: Janson, K.R., Estimating Loan-Loss Exposure: A Comparison of Traditional and Markov
Models, Commercial Lending Review, vol. 19, no.6, Nov-Dec 2004, pp.25-32.
R10: R.K. Fleischman & T. N. Tyson, The Evolution of Standard Costing in the U.K. and U.S.:
From Decision Making to Control, ABACUS 34, no. 1, 1998, pp.92-119.
R11: K.T. Wing, Using Enhanced Cost Models in Variance Analysis for Better Control and
Decision Making, Management Accounting Quarterly, Winter 2000, pp.27-35.
R12: R. Luther & N. Robson, Overhead Allocation: A cautionary Tale! Accounting Education,
November 2001, pp. 413-419.
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74
R13: J. Balakrishnan, Spreadsheet Optimization: A Support Tool for the Theory of

Constraints, Journal of Cost Management, January/February 2003, pp. 39-45.
R14: K.L. Reiter & D.G. Smith, Capital Investment Strategies in Health Care Systems,
Journal of Health Care Finance, Summer 2000, pp.31-42.
R15: J.B. Stinson, Cost Allocation From the Simple to the Sublime, Management
Accounting Quarterly, Fall 2002, pp .1-10.
74
75
a.
NEW COURSE PROPOSAL

(i)

4 credit hours
Prerequisites: FIN 351
This course is designed to cover corporate topics of interest to MBAs. It includes

treatment of some theoretical issues in finance as well as practical application of those
topics. Topics include: Ethics, Global Issues in Finance, Time Value of Money, Cost of
Capital, Financial Forecasting, Firm Valuation, Capital Budgeting, Risk Analysis, Capital
Structure, and Dividend and Firm Reinvestment Issues.
b.
(ii)
ACT 240 is a prerequisite for FIN 351, and ACT 230 is a prerequisite for ACT
240
(iii)
Financial Mgmt
(iv)
Not applicable
Rationale
As stated at the beginning of this MBA program proposal The primary objective of this
program is to educate future, middle and senior managers to deal with the essential
problems of choice, complexity and change in the challenging environment of business.
The program is designed to develop critical thinking and analytical skills which the
manager can use to take effective decisions and solve organizational problems in a profitoriented, free enterprise economy. FIN 580s role in this program is to develop the
critical financial thinking and analytical skills needed by managers. The critical financial
topics covered are: Ethics, Global Issues in Finance, Time Value of Money, Cost of
Capital, Financial Forecasting, Firm Valuation, Capital Budgeting, Risk Analysis, Capital
Structure, and Dividend and Firm Reinvestment Issues. Several projects including a
company valuation will integrate these topics.
2. This is a required course in the program and is a prerequisite to the capstone
BUS 590 course.
75
76
theoretical knowledge in integrated fundamental areas of finance
(iv) Not applicable
c.
Course Number
graduate courses as prerequisites. This course, however, is a prerequisite to the capstone
d.
Course Credits
e.
Course Outline
f.
Course Objectives
The student will develop both a conceptual and an analytical understanding of the role of
the finance function and the financial manager in today's corporate business environment.
Not only will the student gain an understanding of the various functions and decisions of
the financial manager, but an ability to apply financial techniques to solve financial
problems should be developed. In addition, the student will gain an appreciation for the
importance and interrelationships between the finance function and other functional areas
of business.
g.
Staffing
academically qualified faculty members in Dr. Charles Rayhorn (PhD, University of
Colorado), Professor of Finance, and Dr. David Rayome (PhD, Kent State University),
Professor of Finance, to teach this course.
h.

None
i.

76
77
consistent with peer institutions offering MBA programs. Drs Rayhorn and Rayome have
indicated that the present library holdings are sufficient. More importantly, the librarys
collection of online databases and internet access to major text and periodical publisher
web sites are very sufficient. These publisher web sites include: Blackwell-Synergy,
Cambridge Journals online, Directory of open access journals, Highwire Press, JSTOR,
Oxford Journals, Project Muse, SAGE, ScienceDirect Journals, SpringerLink
Contemporary, and Wiley InterScience Journals, among others. However, Olson Library
does not subscribe to every business-related online journal available through these
publishers, nor do its holdings begin with volume 1.
j.

Not applicable.
k.

None
l.
Deletion of Courses
None
m.
Implementation Date
Winter or Fall 2010
77
78
BUS 580
Financial Analysis and Management
Charles R Rayhorn, Ph.D., CFP
314F Cohodas Building
Phone: 906-227-1839
E-mail: crayhorn@nmu.edu
Class meeting:
6:00 to 9:20 p.m. On the assigned day.
Office Hours:
1:30 to 5:30 p.m. on Monday, Tuesday and Wednesday afternoons.

Other times by appointment
Required books:
1. Corporate Finance: An Introduction, Ivo Welch,
Prentice Hall 2009.
2. Excel Modeling and Estimation in Corporate Finance3/E, Craig W. Holden, Pearson Prentice Hall 2009.
3. The Black Swan: The Impact of the Highly Improbable,
Nassim Nicholas Taleb, Random House 2007.
4. Against the Gods: The Remarkable Story of Risk, Peter
L. Bernstein, Wiley & Sons, Inc. 1998.
5. Psychology of Investing (3rd Edition) John R.
Nofsinger (this is a book about behavioral finance
while it is focused towards investing, the concepts
apply to mistakes managers make in any type of
financial analysis).
Description: This course is designed to cover corporate topics of interest to MBAs. It includes
treatment of some theoretical issues in finance as well as practical application of those topics.
Expect outside readings and casework in addition to the text and assigned problems. Topics
include: Ethics, Global Issues in Finance, Time Value of Money, Cost of Capital, Financial
Forecasting, Firm Valuation, Capital Budgeting, Risk Analysis, Capital Structure, and Dividend
and Firm Reinvestment Issues.
Objectives: BUS 580 begins with the examination of the basic financial management problems
and decisions faced by firms; extends the theory of the firm; and further develops the tools
necessary when dealing with these problems. Financial management takes the long run
profitability objective from economic theory and applies it to the investment and financing
decisions of the firm. In this course the role of finance, financial statement analysis, time value
of money, statistical concepts such as risk and return, stock and bond valuation, and capital
budgeting are all examined. And, of course, ethics will be discussed throughout. The student
should develop both a conceptual and an analytical understanding of the role of the finance
function and the financial manager in today's corporate business environment. Not only should
the student gain an understanding of the various functions and decisions of the financial
78
79
manager, but an ability to apply financial techniques to solve financial problems should be
developed. In addition, the student should gain an appreciation for the importance and
interrelationships between the finance function and other functional areas of business.
Prerequisites: Phase I courses
Learning & Evaluation: Learning occurs through a variety of activities. Our classroom time
will be devoted to lectures and discussion of assigned material, in-class activities that reinforce
our lecture topics, and demonstrations of managerial accounting research techniques, primarily
internet based, which address issues germane to the study of public corporations. Student
achievement will be assessed through several measured activities. Course grades will be
assigned based upon points earned on examinations and other activities. Of 1000 possible
points, 250 points may be earned on examinations and 750 points may be earned on other
activities. Final grades will be determined by curve, but 850 points will always be sufficient to
earn a grade of A; 700 points will always be sufficient to earn a grade of B+; and 600 points will
always be sufficient to earn a grade of B-.
Exams: 250 points possible. Learning is measured by an exam at the end of each of the Parts
in the Ivo text. Exams are in-class activities that are designed to measure each students grasp of
the subject matter and problem solving skills exams are not designed to test speed or a
students ability to memorize formulas. Accordingly, students may optionally prepare Exam
Notes to be used as reference aids for each exam. Each students Exam Note is to be his or
her own composition, and must be signed to that effect and submitted for instructor review at the
time of the examination.
Other activities: 750 points possible Several graded activities will permit students to earn up
to 430 points. Approximately 550 points will be offered, so occasional missed activities or a few
poor quiz scores can be readily made up. These 550 opportunity points are distributed
approximately as follows:
Homework: 250 points possible. Students will be assigned homework from the Ivo
book (book 1see list of books (above)) using MyFinance. MyFinance will be
explained the first class period. The problems are open ended problems and not multiple
choice questions.
Cases/Projects: 250 points possible. Two shorter cases each worth 50 points and a
longer company valuation project worth 150 points.
Supplemental Readings: 250 points possible. 30 minutes of each class will be devoted
to discussion of the assigned chapters in books 3, 4, and 5 (see list of see list of books
(above)).
Non-Discrimination Policy: Northern Michigan University does not unlawfully discriminate on
the basis of race, color, religion, sex, national origin, age, height, weight, girth, marital status,
familial status, handicap/disability, sexual orientation, or veteran status in employment or the
provision of services, and provides, upon request, reasonable accommodation including auxiliary
aids and services necessary to afford individuals with disabilities an equal opportunity to
participate in all programs and activities. Anyone having civil rights inquiries may contact the
Equal Opportunity Office, 158 Services Building, telephone number 906-227-2420.
Americans with Disabilities Act Accommodations: If you have a need for disability-related
accommodations or services, please inform the Coordinator of Disability Services in the
79
80
Disability Services Office at 2001 C. B. Hedgcock (227-1700). Reasonable and effective

guidelines.
Plagiarism: Academic dishonesty such as plagiarism is considered a serious offense and will
result in a failing grade for the course and possible disciplinary action in accordance with
university policy. You may refer to section 2.2.3 of Northern Michigan University's student code
for complete details of the policies regarding academic dishonesty.
Weekly TOPICs
Chapters
book 1
MyFinance
Lab
Homework
Web based.
Book 1
Additional
Readings
books 3, 4
and 5
Cases/projects
Based on
topics in book
1
Book
2
Part 6
should
be
done
before
class
starts
1. Value and Capital

Budgeting
1-3
Assignment
1
Against the
Gods: The
Remarkable
Story of Risk
Cap Budget-1
Part 1

Budgeting
4&5
Assignment
2
Against the
Gods: The
Remarkable
Story of Risk
Cap Budget-1
Part 1

Budgeting
5&6
Assignment
3
Against the
Gods: The
Remarkable
Story of Risk
Cap Budget-1
Part 1
4. Risk and Return (+

Books 3 & 4prelim
discussion)
6&7
Assignment
4
Against the
Gods: The
Remarkable
Story of Risk
Company
valuation
project
Part 2
5. Risk and Return (+

Books 3 & 4prelim
discussion)
7&9
Assignment
5
Against the
Gods: The
Remarkable
Story of Risk
Company
valuation
project
Part 2
10
Assignment
The Black
Swan: The
Company
valuation
Part 2
6. Value and Market

Efficiency in an Imperfect
80
81
Market
Impact of the
Highly
Improbable
project
11
Assignment
7
The Black
Swan: The
Impact of the
Highly
Improbable
Company
valuation
project
Part 3
8. Real-World Applications
12&13
Assignment
8
The Black
Swan: The
Impact of the
Highly
Improbable
Company
valuation
project
Part 3
9. Real-World Applications
14
Assignment
9
The Black
Swan: The
Impact of the
Highly
Improbable
Company
valuation
project
Part 3
10. Capital Structure and

Payout Policy
15&16
Assignment
10
The Black
Swan: The
Impact of the
Highly
Improbable
Company
valuation
project
Part 4

Payout Policy
17&18
Assignment
11
The Black
Swan: The
Impact of the
Highly
Improbable
Company
valuation
project
Part 4

Payout Policy and
Projecting the Future
19&20
Assignment
12
Corporate
Governance
Company
valuation
project
Part 4
Options and
Risk
Management1
Part 5
Options and
Risk
Management-
Part 5
7. Value and Market

Efficiency in an Imperfect
Market
13. Additional Topics
by John R.
Nofsinger
25
Assignment
13
Corporate
Governance
by John R.
Nofsinger
26
Assignment
14
81
Corporate
Governance
82
by John R.
Nofsinger
26
Assignment
15
Corporate
Governance
1
Part 5
by John R.
Nofsinger
Table of Contents-- Corporate Finance: An Introduction, Ivo Welch, Prentice Hall 2009.
Chapter 1 Introduction
Chapter 2 The Time Value of Money and Net Present Value
Chapter 3 Stock and Bond Valuation: Annuities and Perpetuities
Chapter 4 A First Encounter With Capital Budgeting Rules
Chapter 5 Time-Varying Rates of Return and the Yield Curve
Chapter 6 Uncertainty, Default, and Risk
Chapter 7 A First Look at Investments
Chapter 8 Investor Choice: Risk and Reward
Chapter 9 The Capital Asset Pricing Model
Chapter 10 Market Imperfections
Chapter 11 Efficient Markets, Classical Finance, and Behavioral Finance
Chapter 12 Capital Budgeting Applications and Pitfalls
Chapter 13 From Financial Statements To Economic Cash Flows
Chapter 14 Valuation From Comparables and Some Financial Ratios
Chapter 15 Corporate Claims
Chapter 16 Capital Structure and Capital Budgeting in a Perfect Market
Chapter 17 The Weighted Cost of Capital and Adjusted Present Value in an Imperfect Market
With Taxes
Chapter 18 More Market Imperfections Influencing Capital Structure
Chapter 19 Equity Payouts: Dividends and Share Repurchases
Chapter 20 Pro Forma Financial Statements
Chapter 21 Capital Structure Dynamics
Chapter 22 Capital Structure Patterns in the United States
Chapter 23 Investment Banking and M&A
Chapter 24 Corporate Governance
Chapter 25 International Finance
Chapter 26 Options (and More)
Table of Contents-- Excel Modeling and Estimation in Corporate Finance- 3/E.
Part 1:
Chapter 1 Single Cash Flow
Chapter 2 Annuity
Chapter 3 NPV Using Constant Discounting
Chapter 4 NPV Using General Discounting
82
83
Chapter 5 Loan Amortization

Part 2:
Chapter 6 Bond Valuation
Chapter 7 Estimating Cost of Capital
Chapter 8 Stock Valuation
Chapter 9 Firm and Project Valuation
Chapter 10 The Yield Curve
Chapter 11 US Yield Curve Dynamics
Part 3:
Chapter 12 Project NPV
Chapter 13 Cost-Reducing Project
Chapter 14 Break-Even Analysis
Part 4:
Chapter 15 Corporate Financial Planning
Chapter 16 Du Pont System of Ratio Analysis
Chapter 17 Life-Cycle Financial Planning
Part 5:
Chapter 18 Binomial Option Pricing
Chapter 19 Real Options
Chapter 20 Black Scholes Option Pricing
Chapter 21 Debt and Equity Valuation
Chapter 22 International Parity
Part 6:
Chapter 23 Useful Excel Tricks
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84
NEW COURSE PROPOSAL

a.
(i)

4 credit hours
Prerequisites: BUS 500, BUS 530, BUS 540, BUS 550, BUS 560, BUS 570, BUS
580
Strategic Management is a study of the process of developing an integrative plan for a

company to progress toward the achievement of its goals and objectives. The interactive
roles of the board of directors and senior managers are emphasized. Techniques are used
to integrate middle level managers and supervisors into the planning process. Strategic
management requires the implementation of a macro-environmental analysis and the use
of accounting, finance, marketing, management, and quantitative and statistical tools.
This is the capstone course in the MBA program and requires a research project and
report.
b.
(ii)
BUS 500 has an undergraduate prerequisite of MGT 344

BUS 530 has an undergraduate prerequisite of MGT 240
BUS 540 has an undergraduate prerequisite of MKT 230
BUS 550 has an undergraduate prerequisite of MA 171; MA 171 requires MA
103 or MA 104 or MA 105
BUS 560 has undergraduate prerequisites of MA 171, CIS 212, MGT 325, ACT
230 and 240, and FIN 351; MA 171 requires MA 103 or MA 104 or MA 105.
CIS 212 requires CIS 112.
BUS 570 has undergraduate prerequisites of MA 171 and ACT 240; MA 171
requires MA 103 or MA 104 or MA 105; ACT 230 is a prerequisite for ACT 240
BUS 580 has undergraduate prerequisite of ACT 240; ACT 240 has a
prerequisite of ACT 230
(iii)
Not Applicable
(iv)
Not applicable
Rationale
Strategic Management is a basic and critical component of any successful business and/or
non-profit organization, and as a result virtually all AACSB-accredited MBA programs
contain some course on Strategic Management. Strategic Management is a process of
developing and implementing strategies by the top officers of a company and its board of
directors. Business graduate students who aspire and expect to move into upper
management positions in Upper Peninsula business institutions need this training in order to
successfully guide their intuitions into the future.
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85
This is a graduate level course and is the last course in the program. The 500-level
number is consistent with graduate courses throughout the university.
This capstone course provides students a culminating, integrated framework for
managerial decision making the prime focus of the MBA program.
(iv) Not applicable
c.
Course Number
This is a semester length capstone course to be taken by students towards the end of the
MBA program. The course has several graduate courses as prerequisites. The high
number (590) reflects its position in the sequence of courses that students will take to
complete the program. BUS prefix is being used to identify all graduate courses offered
by the College of Business.
d.
Course Credits
e.
Course Outline
f.
Course Objectives
1. Diagnose the business environment to determine the current state of economic
conditions.
2. Size up the industry and the company by identifying the core strengths, weaknesses,
opportunities and threats.
3. Design new goals and objectives for a company to achieve.
4. Analyze facts to identify strategies to achieve the new goals and objectives.
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5. Develop and apply analytical tools and techniques for evaluating the strategic
alternatives.
6. Choose strategies that are appropriate to each situation.
7. Recommend tactical courses of action to begin to pursue the chosen strategies.
8. Develop controls to evaluate the effectiveness of the strategic plan and to make
corrections.
g.
Staffing
academically qualified faculty member in Dr. Bruce Sherony to staff this course. He holds
a Ph.D. in Business Administration from Saint Louis University. His dissertation and
subsequent research has analyzed corporate directorship practices. Dr. Sherony is a tenured
full professor at Northern Michigan University.
h.

None
i.

Existing NMU library resources will be appropriate for this course. Students will have
access to contemporary business publications, especially The Academy of Management
Review, Business Week, Barrons, Journal of Accountancy, Financial Executive, Harvard
Business Review, The Journal of Marketing, MIT Sloan Management Review, and The
Wall Street Journal. Most of the above journals are available on the open shelves and some
are available through the ABI/INFORM database.
consistent with peer institutions offering MBA programs. Dr. Sherony has indicated that
the holdings of the library are sufficient to meet the needs of this course.
j.

Not applicable.
k.

None
l.
Deletion of Courses
None
m.
Implementation Date
Winter or Fall 2012
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BUS 590 STRATEGIC MANAGEMENT

SYLLABUS
PROFESSOR
Bruce C. Sherony
Professor of Business Administration
College of Business
310-C Cohodas Hall
227-1236
bsherony@nmu.edu
BULLETIN DESCRIPTION
Strategic Management is a study of the process of developing an integrative plan for a
company to progress toward the achievement of its goals and objectives. The interactive role of
the board of directors and senior managers is emphasized. Techniques are used to integrate
middle level managers and supervisors into the planning process. Strategic management requires
the implementation of a macro-environmental analysis and the use of accounting, finance,
marketing, management, and quantitative and statistical tools.
COURSE OVERVIEW
MGT 590, Strategic Management, expands the range of materials covered in an
undergraduate course in business strategies or strategic management. The extended coverage
includes advanced topics that address analytical questions in business development and extensive
readings on strategic management. The course requires the development of a graduate strategic
analysis paper.
Examples of the coverage of this MBA class in strategic management are likely to
include the development of pro-forma cash budgets and financial statements, modeling and
calculating cost-volume-profit relationships, forecasting using regression and other methods,
conducting financial statement analysis, as well as measurement and assessment of consumer
behavior. Readings are assigned to develop mid-management and upper management capabilities
for analyzing market entry opportunities, developing strategy capabilities, sustaining strategic
focus, and learning when and how to implement market exit strategies.
OBJECTIVES
Students who complete this course should be able to achieve the following objectives:
Diagnose the business environment to determine the current state of economic conditions.
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Size up the industry and the company by identifying the core strengths, weaknesses,
opportunities and threats.
Design new goals and objectives for a company to achieve.
Analyze facts to identify strategies to achieve the new goals and objectives.
Develop and apply analytical tools and techniques for evaluating the strategic
alternatives.
Choose strategies that are appropriate to each situation.
Recommend tactical courses of action to begin to pursue the chosen strategies.
Develop controls to evaluate the effectiveness of the strategic plan and to make
corrections.
Write up the results of a strategic plan and communicate it to the class.
PREREQUISITES
Bus 500 Managerial Communication
Bus 530 Organizations: Structure, Behavior and Human Performance
Bus 540 Marketing Strategy
Bus 550 Business Statistics
Bus 560 Quantitative Decision Making
Bus 570 Managerial Accounting
Bus 580 Financial Analysis and Management
METHODOLOGY OF APPROACH
Students are responsible for reading, analyzing and taking notes on strategic management
as the process is developed throughout the course. In addition, students will read and report on
research articles on strategic management and respond to strategic management training incident
problems. A written analysis of the article themes and assigned problems will be completed
weekly and brought to class. During the class session, students will participate in a discussion of
the assigned problem and report on the strategic management research article issues. At the end
of the analysis, the instructor will collect the assignments and summarize the major issues and
draw conclusions. E-mailed assignments are not acceptable.
GRADUATE STUDENT RESEARCH PROJECT AND REPORT
The MBA capstone course is a very important component of the graduate education
experience. Graduate students are required to develop a detailed and comprehensive analysis of
a company and design strategies to improve its effectiveness. Both for-profit and not-for-profit
companies are acceptable. It may be possible that companies to be studied are from the Upper
Peninsula of Michigan. Businesses outside the Upper Peninsula can be assigned from the Global
On-Line MBA resource data base, with the permission of the instructor. The strategic analysis
project will consist of a research investigation, an analysis of the findings and a plan to
reposition the company into the future. The strategic analysis will include the following steps.
Develop a Diagnosis. A macro environmental analysis is first conducted to investigate the
current state of the economy and the nature of the industry of the company.
Develop a Prognosis. The chosen company is examined to evaluate its history, its strengths, its
weaknesses, its opportunities and its threats. Its current standing and key indicators of its
performance are projected into the future to determine where it is heading.
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Develop Objectives. The student must decide where the company should be heading. The
students research and creativity will evolve new objectives for the company to achieve.
Develop Strategies. The student must develop concrete strategies that will help to achieve the
new objectives.
Develop Tactics. The student must develop the operational and action plans that will be
instituted to begin to evolve the strategies.
Develop Controls. The student must design the checkpoints and standards that have to be met to
assess the degree of achievement of the strategic plan and to take corrective action.
GRADUATE STUDENT CORE COMPETENCIES
Students must develop and include the accounting, finance, management, marketing,
ethical and international aspects of their companys strategies in their graduate reports. These
skill competencies are largely developed in the MBA Core Courses; they are reinforced when
applied to strategic situations and opportunities in BUS 590, Strategic Management, during
weekly assignments and discussions.
GRADUATE PRESENTATIONS
Each student will present a comprehensive analysis of the above mentioned strategy
process to the class as well as managers and board members of Upper Peninsula companies
being investigated and analyzed. At the end of each presentation, the remainder of the class will
offer the presenter additional ideas, ask questions, clarify issues, and make additional
suggestions. The remaining class participants who are not presenting on a particular business will
study characteristics of the company well in advance and write and submit a written brief
critique of the major issues that should be covered in the presentation. Specific suggestions for
the critiques will be presented by the instructor.
ATTENDANCE POLICY
The instructor has recognized that a relationship exists between class attendance and
academic performance. Therefore, it is assumed that all students will attend class regularly. A
grade of zero is given for all work required during a class session resulting from an unexcused
absence. Attendance is a factor that will be considered in determining a course grade when
performance is borderline between two grades. Attendance is also a consideration in written
recommendations. Recommendations are not written for any unexcused absences from all
classes taught by this instructor.
GRADING POLICY
Each student will receive a grade based on class participation, written and oral
presentation of research articles, training incident problems, cases, and mid-term and final
examinations. A rough breakdown of the grade distribution is the following:
Written Weekly Reports
Class Discussion and Participation
Presentations of Business Strategies
Written Business Strategy Report
Mid-Term & Final Examinations
89
35%
7%
8%
25%
25%
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NMU DISABILITY POLICY

Coordinator of Disability Services Office at C.B. 2001 Hedgcock (227-1700). Reasonable and
timely manner, with appropriate documentation, in accordance with federal, state and University
guidelines.
NMU NON-DISCRIMAINATION STATEMENT
NMU does not unlawfully discriminate on the basis of race, color, religion, sex, national
origin, age, height, weight, marital status, familial status, handicap / disability, sexual orientation,
or veteran status in employment or the provision of services, and provides, upon request,
reasonable accommodation including auxiliary aids and services necessary to afford individuals
with disabilities an equal opportunity to participate in all programs and activities. Anyone
having civil rights inquiries may contact the Equal Opportunity Office, 158 Services Building,
telephone number 906-227-2420.
STUDY MATERIALS
McGraw Hill & Irwin, Primis On-Line Global MBA Resource Database. Course
materials selected from the data base are in the course manual and available at the NMU
bookstore.
NMU Olson Library Business Sources. Course materials selected from the library are on
the open shelves and can also be obtained from the ABI/INFORM database.
NMU College of Business Resources. Course materials developed in the College of
Business will be provided to students in print or electronically.
MBA STRATEGIC MANAGEMENT ASSIGNMENTS
WEEK 1
The Nature of Strategic Management
Graduate Student Assignments:
Research Article: Henry Mintzberg, Manager's Job: Folklore and Fact
Research Article: Michael Porter, What is Strategy?
Training Incident: Goal Setting at Norman Manufacturing Company
Training Incident: Great Lakes Boat Company
WEEK 2
Strategy Formulation and Process
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Research Article: Gary Hamel and C.K. Prahalad, Strategic Intent

Research Article: Peter Senge, The Leaders New Work: Building Learning
Organizations
Training Incident: Cost, Volume, Profit Relationships at the Blue Lake Boat Company
Training Incident: Robin Hood
WEEK 3
Implementing Strategies: Accounting Issues
Research Article: Michael Porter, Five Competitive Forces That Shape Strategy
Research Article: Henry Mintzberg, Generic Strategies
Training Incident: Developing Pro Forma Financial Statements at Swisshelm;
Training Incident: Developing Pro-Forma Financial Statements at Charles Drebes
Artistic Creations
WEEK 4
Implementing Strategies: Financial Issues
Research Article: Henry Mintzberg, Crafting Strategies
Research Article: James Quinn and John Voyer, Logical Incrementalism: Managing
Strategy Formation
Training Incident: Financial Statement Analysis at Polaroid
Training Incident: To Enter the Gift Wrapping Business: A Dilemma for Lake Superior
Press
WEEK 5
Implementing Strategies: Marketing Issues
Research Article: David Hurst, The Dangers of Objectivity
Research Article: Joseph Lampel and Henry Mintzberg, Customizing Customization
Training Incident: Binomial Distribution Problem at the Country Market Store
Training Incident: Foxys Den: To Mass Customize
WEEK 6
Implementing Strategies: Management Issues
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Research Article: George Day and Paul Schoemaker, Avoiding the Pitfalls of Emerging
Technologies
Research Article: Henry Mintzberg, Productivity Is Killing American Enterprise
Training Incident: The Case of the Missing Time
Training Incident: Regression Analysis at Westwood Company
WEEK 7
Implementing Strategies: Ethical Issues
Graduate Student Assignments
Research Article: Claes Gustafsson, New Values, Morality, and Strategic Ethics
Research Article: Peter F. Drucker, What Executives Should Remember
Mid Semester Examination
WEEK 8
Examination Review
Implementing Strategies: International Issues
Research Article: Global Strategyin a World of Nations
Research Article: The Honda Effect
Training Case: Lincoln Electric International
WEEK 9
Research Article: James Quinn, Philip Anderson and Sydney Finkelstein, Managing
Intellect
Strategy Presentations:
Student Presentation 1:
WEEK 10
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Research Article: Mark C. Maletz and Nitin Nohria, Managing in the Whitespace
WEEK 11
Research Article: Michael Porter, From Competitive Advantage to Corporate Strategy
WEEK 12
Research Article: Gary Hamel, Strategy Innovation and the Quest for Value
WEEK 13
Submission of Graduate Student Research Project Written Reports
Research Article: Ricardo Semler, How We Went Digital Without a Strategy
WEEK 14
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Research Article: Henry Mintzberg, Managing Quietly

WEEK 15
Course Evaluation
Final Examination
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95
a.
NEW COURSE PROPOSAL

BUS 595 Special Topics in Business Management
(i)
BUS 595 Special Topics in Business Management

1-4 credit hours
Prerequisites: Approval of MBA Program Director
Courses offering subject matter of timely and not necessarily enduring nature;
special courses that take advantage of a faculty member or visiting lecturers
current research or expertise. This class is available to provide students with
unique learning opportunities
b.
(ii)
Students are required to have completed at least 20 credit hours of the MBA
graduate curriculum and have the approval of the MBA program director.
(iii)
BUS 595 Special Topics
(iv)
Not applicable
Rationale
This class allows for the flexibility to cover timely special topics that may not be
available in other classes. Visiting academics and professionals would be able to use this
class to enrich the MBA student experience.
2. This is an elective course in the program.
(iv) Not applicable
c.
Course Number
95
96
This is a semester length course to be taken by students advanced into the MBA program.
BUS prefix is being used to identify all graduate courses offered by the College of
Business.
d.
Course Credits
This is a semester length 1-4 credits course.
e.
Course Outline
Special topics classes will be approved by the MBA program director in advance of their
scheduled offerings. Special topics classes may vary in content as they exist to offer
experimental courses that cover a timely but not enduring nature. These courses will take
advantage of a faculty member or visiting lecturers current research or expertise. As
such, the outlines for this class will vary.
f.
Course Objectives
To offer subject matter of timely and not necessarily enduring nature; to offer special
courses that take advantage of a faculty member or visiting lecturers current research or
expertise. And to provide students with unique learning opportunities
This class allows for the flexibility to cover timely special topics that may not be
available in other classes. Visiting academics and professionals will use this class to
enrich the MBA student experience.
g.
Staffing
There is not necessarily additional cost for staffing this course. The College of Business
has several academically qualified faculty members who can teach graduate level
courses. Any of them could teach BUS 595. In addition, professionals may be afforded
the opportunity at some time in the future to teach the class. That cost would be budgeted
by the College of Business at that time.
h.

None
i.

Existing NMU library resources will be appropriate for this course. In developing the MBA
program, the College has been in consultation with Mr. Michael Strahan, Reference
Librarian, in assessing the librarys holdings and access to on-line materials needed to
support the needs of this program. The available resources are consistent with peer
institutions offering MBA programs.
j.

Not applicable.
96
97
k.

None
l.
Deletion of Courses
None
m.
Implementation Date
BUS 595 will be scheduled as deemed appropriate by the MBA Program Director.
97
98
a.
NEW COURSE PROPOSAL

(i)

1-4 credit hours
Prerequisites: Approval of MBA Program Director
This class provides unique opportunities for individual students to concentrate on
areas that are not ordinarily covered in the core classes or to delve more deeply
into an area of interest introduced in a core class
b.
(ii)
Students are required to have completed at least 30 credit hours of the MBA
graduate curriculum, and the approval of the program director.
(iii)
BUS 598 Directed Studies
(iv)
Not applicable
Rationale
This class can enrich the MBA experience for students by allowing them to concentrate
on areas that are not ordinarily covered in the core classes or to delve more deeply into an
area of interest introduced in a core class.
2. This is an elective course in the program.
(iv) Not applicable
c.
Course Number
98
99
This is an experiential course to be taken by students advanced into the MBA program.
BUS prefix is being used to identify all graduate courses offered by the College of
Business.
d.
Course Credits
Course credits will range from 1-4 credits as determined by the Program Director.
e.
Course Outline
Directed study programs will be designed and approved by the MBA program director.
f.
Course Objectives
This objective is to enrich the MBA experience for students by allowing them to
concentrate on areas that are not ordinarily covered in the core classes or to delve into an
area of interest introduced in a core class.
g.
Staffing
There is not necessarily additional cost for staffing this course. The College of Business
has several academically qualified faculty members who can teach graduate level
courses. Any of them could teach BUS 598. In addition, professionals may be afforded
the opportunity at some time in the future to teach the class. That cost would be budgeted
by the College of Business at that time.
h.

None
i.

Existing NMU library resources will be appropriate for this course. In developing the MBA
program, the College has been in consultation with Mr. Michael Strahan, Reference
Librarian, in assessing the librarys holdings and access to on-line materials needed to
support the needs of this program. The available resources are consistent with peer
institutions offering MBA programs.
j.

Not applicable.
k.

None
l.
Deletion of Courses
None
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100
m.
Implementation Date
BUS 598 will be scheduled as deemed appropriate by the MBA Program Director.
100

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1

NORTHERN MICHIGAN UNIVERSITY

There are four chief reasons for offering this program

1. Understand and apply theoretical knowledge in integrated fundamental areas of accounting,

It has a strong emphasis on quantitative decision making

Programmatic Listing in the Graduate Bulletin

Requirements for completing the program

Anticipated costs over the next three years

Available faculty competencies

Ph.D. Associate Professor

Ph.D. Associate Professor

Ph.D. Assistant Professor

Ph.D. Associate Professor

Equipment Available and Needed

This program does not require any additional or specialized equipment.

When will this program be taught?

Planned Implementation Date

NEW COURSE PROPOSAL

The National Association of Colleges and Employers (NACE) researched

Equipment and Supplies

Library and Required Readings

Mediasite costs as stated in (h) above.

Effects on Other Departments

BUS 500, Managerial Communication

Textbook(s) may be selected from the following:

ORourke, J. and Collins, S. (2009). Persuasion, Managerial Communication Series, Module 7.

You cannot make up missed in-class exercises.

Late assignments are not accepted.

Business Writing: Letters, Memos, Electronic

Business Writing: Business Plan

Leading Groups and Teams

Managing Conflict and Workplace Relationships

Managing Conflict and Workplace Relationships (continued)

Oral Presentation Techniques

Final Team Case Study

Final Team Case Study

NEW COURSE PROPOSAL

BUS 510 Business Law and Ethics

This course examines corporate culture, corporate governance, stakeholder responsibility,

Bus Law Ethics

(iii) Alignment with mission statement

Students should be able to demonstrate:

A mastery of theoretical concepts of business ethics.

Equipment and Supplies

Library and Required Readings

How will you meet these costs?

Effects on Other Departments

BUS 510 Business Law and Ethics

1. A mastery of basic theoretical concepts of business ethics.

40% Development of a written corporate ethics program.

10% Class presentation and defense of corporate ethics program.

Why study business ethics

Week 2: Defining Business Ethics Issues

Whistleblowing criteria and risks

Week 4: Managerial Ethics

Week 5: Developing an Effective Ethics Program

The need for organizational ethics programs

Week 6: Implementing and Auditing an Ethics Program

Improving ethical decision making in business

The process of ethical decision making

Week 8: Unethical Behavior

Recognizing unethical behavior

Week 9: Organizational Ethics

Organizational ethics basics