Course Descriptions

FOUNDATION COURSES

WGB 520 Introduction to Economic and Statistics 3 CR
Key topics in basic statistics and economics will be covered. Economic topics include supply, demand, market equilibrium price and quantity; elasticity; economies of scale; simple macroeconomic terminology of GDP, inflation and unemployment; the basics of the aggregate supply and aggregate demand model; fiscal policy; monetary policy; concepts in international trade and the role of exchange rates. Statistics topics include an introduction to statistical capabilities of Excel; graphical descriptive techniques; numerical descriptive techniques; basics of probability and expected values; and simple linear regression analysis.

WGB 521 Fundamentals of Management 3 CR
Using a framework of managerial roles and competencies, this course explores what management involves, how it affects people within an organization, why it is critical to the effective functioning of an organization, and how the accomplishment of management functions may vary in different cultural contexts. The course surveys competencies and knowledge necessary for successfully facing current challenges in the rapidly changing global business environment.

PLANNING & ASSESSMENT
Must be taken as first course in the program (but after Foundations courses if required)

WGB 600 Professional Planning 1 CR
Students plan their MBA program based on personal and professional assessments. The course also introduces a management model and managerial thinking. Students review academic, writing, and presentations skills needed to successfully complete the program, complete self assessments, and develop plans for professional development and program completion.

BREADTH: Quantitative Competencies
NOTE: Students without these competencies must take the courses before the Core. Students with strong quantitative competencies may substitute two approved AC, EC or FN electives and take at any time during the program.

WGB 601 Accounting and Information Systems 3 CR
Provides an introduction to both accounting and information systems with a focus on the preparation and interpretation of financial statements and the effective planning, implementation and integration of information technology.

WGB 603 Corporate Financial Management 3 CR
Provides an introduction to three key areas in finance - financial markets, financial management and valuation- focusing on how capital is effectively raised and invested in a value based management framework. Topics covered include: analysis of firm performance using financial ratios and other measures; techniques to assess new opportunities including new product lines, projects or corporate investments; an introduction to global capital markets; the relationship between risk and return; determinants of a firm's cost of raising capital and the basic factors impacting the value of financial securities.

INTEGRATED CORE
Must be taken in sequence

WGB 640 and WGB 641 Dynamic Business Management I and II 6 CR Each
Organizational success relies on effectively leading and managing holistically across many disciplines. The integrated core takes a process-based approach to present fundamental knowledge on accounting, finance, management, marketing, operations, and strategy. Classroom discussions are team taught with multiple professors and senior professional experts using real-life business simulations.

WGB 640 follows the process of developing new business sources, including new products and services. The viewpoint is from the top of the organization and how organizational leaders allocate resources. WGB 641 takes a more operational viewpoint. This includes the examination of processes involving order management, planning and budgeting, performance measurement, and talent management.

BREADTH: Leadership Competencies
Both courses are required. Students may take at any point in their program, before the capstone.

WGB 612 Leading and Influencing with Integrity 3 CR
Leaders and managers at all levels in organizations must influence others to enable achievement of the organization’s objectives. Leading and influencing with integrity requires understanding of one’s self, other people, the situational and cultural context, as well as both current and future impacts of actions taken. Through course learning experiences students develop individual and organizational strategies to influence others, shape culture, manage change, negotiate, and facilitate employee engagement and performance so organizations can contribute to society in ways that are effective, responsible and sustainable.

WGB 614 Social and Legal Responsibilities in Business 3 CR
Sustainable organizational practices require managers to pay attention to the economic, environmental and social impact of organizational strategies and actions. This course focuses on ethical and legal issues that organizations and individual managers face in achieving triple bottom line sustainability. Ethical decision-making frameworks provide principles for dealing with challenges posed by technology, globalization and societal changes and for fulfilling personal as well as corporate social responsibility. Legal topics survey business regulation and processes, forms of business organizations, intellectual property and commercial transactions.

CAPSTONE

The Capstone should be taken as one of the last two courses in the students’ program of study, and after students have successfully completed the breadth and integrated core courses.
WGB 691 Welch Competency Demonstration and Implementation 2 CH
Prerequisite (s): WGB 640 and WGB 641 Dynamic Business Management I and II.
This is the capstone course of the MBA program. Through the Action Learning consulting project,, cases, readings, and experiential exercises, students hone their management skills and make presentations to business practitioners, non-profit executives and faculty. Seminar topics cover corporate strategy, leadership, and sustainability and. Students prepare an E-portfolio to demonstrate their learning in the program as well as a personal and professional self-development plan.