Master of Business Administration (MBA)
Faculty
Dr. Sonya Cole, Assistant Professor of Business Administration (program chair)
Description
Trinity’s Master of Business Administration (MBA) online program demonstrates its unwavering commitment to diversity, inclusion, equity and excellence in studies and life. The MBA program is designed for working professionals who are ready to take on leadership roles within their organizations. Individuals who majored in areas outside of Business Administration in college may also seek an MBA to rise within their current organization or prepare for a new career field. Students gain comprehensive business knowledge while acquiring the skills and tools necessary to excel and innovate in any working environment.
The Master of Business Administration (MBA) is offered 100% online. It is a 48-credit program with sixteen core courses (39 credit hours) providing the solid foundation for graduate business education and three elective courses (9 credit hours) in the Entrepreneurship, Leadership, or Strategic Communications concentrations. Courses are pragmatic and relevant in today’s constantly evolving work environments. The flexible schedule offers courses in the evenings and on weekends in traditional weekly, alternate weekend and accelerated 8-week formats.
Significant individual study and guided independent learning throughout each course are required to meet the objectives of each course and the overall goals of the program. Students normally take three courses online per semester and complete their degree in five semesters (21 months). The average time for completion is approximately 2 years.
Degree Requirements
Core Courses (39 credits)
BADM 605 Business LawExamines the role of law and legal procedure in the management of business enterprises, concentrating on business organization, liability issues, employment law, consumer protection, antitrust, securities, and legal-ethical concerns. Provides a broad understanding of the reciprocal influence of business and legislation. Formerly BUA 601 Legal Aspects of Management.
3 credits
BADM 607 Managerial StatisticsThis course introduces concepts in probability and statistics that support evidence-based managerial decision making.
Topics include: data analysis, probability sampling, regression and hypothesis testing.
Formerly - BADM 607 Quantitative Methods for Managerial Decision Making.
3 credits
Prerequisites: None
BADM 608 Business AnalyticsThis course introduces techniques in data management and evidence-based decision making.
Topics include: quantitative concepts, framing the business problem/question, and selecting analytic approaches.
3 credits
Prerequisites: BADM 607
BADM 621 Economics for Business Decision MakingThis course introduces concepts of supply and demand and the basic forces that determine an equilibrium in a market economy.
Topics include: International trade, the impact of uncertainty on consumer behavior, capital markets, and economic policy and social insurance.
Formerly - BADM 621 Economics for Managers
3 credits
BADM 622 Macroeconomics and the Global EconomyThis course introduces factors that provide managers a systematic way to understand and respond to domestic and global macroeconomic fluctuations.
Topics include: monetary and fiscal policy, GDP, inflation and interest
3 credits
Prerequisites: BADM 621
BADM 625 Financial and Managerial AccountingThe course adopts a decision-maker perspective on accounting and finance with the goal of helping students develop a framework for understanding financial, managerial, and tax reports.
Topics include: income statements, balance sheets, theories of asset and income measurement, budgeting and cost management.
Formerly - BADM 625 Managerial Accounting
3 credits
BADM 627 Corporate FinanceThis course introduce the role of fiance in corporate decision-making and meetnig the demands of investors and key stakeholders.
Topics include: time value of money, asset management, cost of captial, capital budgeting, and lead generation.
Formerly BADM 627 Financial Decision Making.
3 credits
Prerequisites: None
BADM 635 Entrepreneurial FinancingThis course focuses on the challenging questions entrepreneurs must address to make sound investment and financing decisions encountered throughout the stages of the venture's life cycle from startup to exit. Key financial concepts related to entrepreneurship are examined, with emphasis on understanding the incentives of each type of investor, the relative costs and benefits of each source of funding and the connections between a venture's financing strategy and its product-market strategy towards to goal of achieving innovation, growth and sustainability.
BADM 641 Technology and Operations ManagementThis course introduces the management and improvement of physical and information flows within product and service delivery organizations.
Topics include: quality, capacity and inventory management, process analysis, and product development.
Formerly - BADM 641 Information Systems and Technology in Organizations
3 credits
BADM 651 Leadership and Organizational BehaviorThis course introduces management and governance systems leaders can use to promote responsible conduct by the firm and its employees.
Topics include: legal, ethical, and economic responsibilities of corporate leaders, the role of personal values in effective leadership, and the design of effective organizations.
Formerly BADM 651 - Management and Leadership Development.
3 credits
Prerequisites: BADM 601
BADM 657 Project ManagementThe Project Management course provides the framework for managing a project from initiation to project completion, from a systems perspective. This course is intended to provide students with an understanding of the project management (PM) life cycle and the core PM processes-initiating, planning, executing, monitoring and controlling-that are essential to effective project management. Areas covered include managing team structure, scheduling, budgeting, costing, resource allocation, staffing, communication, quality management, risk management, and procurement. Cross-listed with ADMN 628.
3 Credits
Prerequisites: None
BADM 697 Corporate Governance, Ethics and Social ResponsibilityThis course discusses responsible business decision making in light of the increasing demands for responsibility and accountability made by communities and government.
Topics include: principles of ethical thinking, business ethics issues, and the development of corporate culture.
Formerly - BADM 697 Ethics & Social Responsibility
3 credits
Prerequisites: BADM 601
SCPR 530 Crisis CommunicationsCrisis management has become a much needed tool in then PR portfolio. A reputation, whether for a business, an organization, a political candidate or an academic institution can take years to build and be ruined in a manner of days or even hours. In this course, students will learn what it takes to build, manage and protect a reputation. Reviewing real life case studies, students will examine the consequences of verbal and financial mistakes and misdeeds, product failures and organization crises, and the tactical and ethical challenges facing PR practitioners seeking solutions. Formally titled, "Olivia Pope in the Real World".
3 credits
BADM 699 MBA CapstoneIntegrates skills and knowledge gained throughout the MBA program. Engaging in a strategic management approach, students conduct research projects on current business and industry sectors.
3 credits
Prerequisites: None
Elective Concentrations (9 credits)
Students should consult with an academic advisor to select electives specific to their concentration.
Program Policies
Capstone Semester: The Master of Business in Administration degree program requires students to complete a comprehensive final project in the Capstone seminar. The project will challenge students to leverage the knowledge, skills, and tools acquired throughout the program to 1) provide actionable data-informed solutions to an organizational challenge or project specific problem for a host entity; or, 2) formulate operational strategies, develop and test hypotheses, and conduct effective research that leads to a strategic business or implementation plan a startup. Student teams, will present their findings at the end of the semester in a formal presentation to the client and a panel of faculty. Students must earn a grade of “B” or better on this project to complete the program.
Grades in Graduate Courses: Students must maintain a minimum GPA of 3.0 to graduate and no more than one (1) grade of “C” may appear on their graduate school transcript.
Pass/No Pass: Graduate students may not take courses on a Pass/No Pass basis; courses taken Pass/No Pass do not fulfill certificate requirements.
TELL Policy:TELL credits are not applicable toward the degree.
Transfer Policy: Students may transfer up to six (6) graduate credits from other appropriately accredited institutions of higher learning toward the degree with approval from their faculty advisor. Associations recognized by the United States Department of Education (USDE) and the Commission on Higher Education (CHEA) confer appropriate accreditation; these associations include but are not limited to regional accreditors.
Course Descriptions
ADMN 617 Crisis Leadership: Response and ResolutionContemporary organizations face a multitude of threats and dangers every day. Responsible and ethical leaders plan not only for the surviving and thriving of their institutions, they plan for organizational continuity and to prevent or mitigate negative fallout effecting their stakeholders and society at large. Planning, practice, and effective communication determine organizational thriving, the extent of fallout, and the strengthening of community ties. Students of Crisis Leadership develop, plan, and implement action plans for responding to a variety of modern management crises stemming from factors such as leadership practice, organizational culture, suc cession planning, embezzlement and accidents to natural disasters, health pandemics, sabotage, and workplace violence. Students will analyze and assess strategies for mitigating crises and evaluating their organizations response and resolution of crises that face leaders of contemporary organizations. Formerly ADMN 617 - Leadership: Response and Resolution of Crises
3 Credits
Prerequisites: None
ADMN 661 Leaders and Complex OrganizationsExplores leadership?s profound influence on the functionality, culture, and effectiveness of organizations, which are complex, dynamic, and nuanced. Outcomes include creating and implementing a leadership development plan that identifies elements of effective organizations, proposes adaptive organizational design, applies assessment measures, and establishes roles for leaders as agents of organizational transformation. Formerly ADMN 661 Organizations and the Individual.
3 credits
Prerequisites: None
ADMN 665 Strategy and Organizational CultureLeaders when faced with a changing environment, shifting goals, and high expectations discover their organization is not as adaptive and agile as necessary and the process of adaptation or change takes too long. Leaders learn late they have formed and promoted an organizational culture that is not reflective of nor responsive to external forces and events. Organizational culture drives organizational strategy, structure and processes, organizational performance, and response to events in the external environment. Strategy and strategic initiatives that leverage the learning organization's culture and are more successful. Students recogniz e and id entify the leader's role in promoting cultural factors in organizations. Students analyze organizations and diagnose cultural factors that promote, facilitate, inhibit, or resist organizational learning, progress, and change. Students develop strategic plans that leverage organizational culture and facilitate positive change experiences and outcomes. Formerly ADMN 665 Organizational Strategy.
3 credits
Prerequisites: None
ADMN 669 Engaging Organizational ChangeOrganizations engage in organizational change processes to develop strategic plans, reconfigure or improve structures and processes, and increasingly for whole-system change. Successful organizational change initiatives are strategic by design and inclusive by intention; they are focused on a positive future outcome, challenge conventions, and improve the organizational life of the members and relations with stakeholders. Leaders and change agents express a compelling vision to establish the urgency to change, build coalitions, plan systematically, and model the change to anchor it in the organization's culture. Students analyze an organization's needs , cultur e, strategy, expected outcomes, and categorize its stakeholder's power and influence to determine the appropriate change approach and methods for the organization. Students determine participants and roles, develop a plan for implementing a change initiative, instruct others in change methodology, and present as if to a prospective client. Formerly ADMN 669 Org Intervention and Change Implementation.
3 credits
Prerequisites: None
BADM 605 Business LawExamines the role of law and legal procedure in the management of business enterprises, concentrating on business organization, liability issues, employment law, consumer protection, antitrust, securities, and legal-ethical concerns. Provides a broad understanding of the reciprocal influence of business and legislation. Formerly BUA 601 Legal Aspects of Management.
3 credits
BADM 607 Managerial StatisticsThis course introduces concepts in probability and statistics that support evidence-based managerial decision making.
Topics include: data analysis, probability sampling, regression and hypothesis testing.
Formerly - BADM 607 Quantitative Methods for Managerial Decision Making.
3 credits
Prerequisites: None
BADM 608 Business AnalyticsThis course introduces techniques in data management and evidence-based decision making.
Topics include: quantitative concepts, framing the business problem/question, and selecting analytic approaches.
3 credits
Prerequisites: BADM 607
BADM 621 Economics for Business Decision MakingThis course introduces concepts of supply and demand and the basic forces that determine an equilibrium in a market economy.
Topics include: International trade, the impact of uncertainty on consumer behavior, capital markets, and economic policy and social insurance.
Formerly - BADM 621 Economics for Managers
3 credits
BADM 622 Macroeconomics and the Global EconomyThis course introduces factors that provide managers a systematic way to understand and respond to domestic and global macroeconomic fluctuations.
Topics include: monetary and fiscal policy, GDP, inflation and interest
3 credits
Prerequisites: BADM 621
BADM 625 Financial and Managerial AccountingThe course adopts a decision-maker perspective on accounting and finance with the goal of helping students develop a framework for understanding financial, managerial, and tax reports.
Topics include: income statements, balance sheets, theories of asset and income measurement, budgeting and cost management.
Formerly - BADM 625 Managerial Accounting
3 credits
BADM 627 Corporate FinanceThis course introduce the role of fiance in corporate decision-making and meetnig the demands of investors and key stakeholders.
Topics include: time value of money, asset management, cost of captial, capital budgeting, and lead generation.
Formerly BADM 627 Financial Decision Making.
3 credits
Prerequisites: None
BADM 633 Entrepreneurial Marketing and SalesThe course introduces frameworks to address the unique marketing and sales issues that impact entrepreneurs.
Topics include: customer acquisition and retention, value propositions, budgeting, and lead generation.
Formerly - BADM 633 - Integrated Marketing Communications.
3 credits
Prerequisites: BADM 601
BADM 635 Entrepreneurial FinancingThis course focuses on the challenging questions entrepreneurs must address to make sound investment and financing decisions encountered throughout the stages of the venture's life cycle from startup to exit. Key financial concepts related to entrepreneurship are examined, with emphasis on understanding the incentives of each type of investor, the relative costs and benefits of each source of funding and the connections between a venture's financing strategy and its product-market strategy towards to goal of achieving innovation, growth and sustainability.
BADM 641 Technology and Operations ManagementThis course introduces the management and improvement of physical and information flows within product and service delivery organizations.
Topics include: quality, capacity and inventory management, process analysis, and product development.
Formerly - BADM 641 Information Systems and Technology in Organizations
3 credits
BADM 651 Leadership and Organizational BehaviorThis course introduces management and governance systems leaders can use to promote responsible conduct by the firm and its employees.
Topics include: legal, ethical, and economic responsibilities of corporate leaders, the role of personal values in effective leadership, and the design of effective organizations.
Formerly BADM 651 - Management and Leadership Development.
3 credits
Prerequisites: BADM 601
BADM 697 Corporate Governance, Ethics and Social ResponsibilityThis course discusses responsible business decision making in light of the increasing demands for responsibility and accountability made by communities and government.
Topics include: principles of ethical thinking, business ethics issues, and the development of corporate culture.
Formerly - BADM 697 Ethics & Social Responsibility
3 credits
Prerequisites: BADM 601
BADM 699 MBA CapstoneIntegrates skills and knowledge gained throughout the MBA program. Engaging in a strategic management approach, students conduct research projects on current business and industry sectors.
3 credits
Prerequisites: None
SCPR 530 Crisis CommunicationsCrisis management has become a much needed tool in then PR portfolio. A reputation, whether for a business, an organization, a political candidate or an academic institution can take years to build and be ruined in a manner of days or even hours. In this course, students will learn what it takes to build, manage and protect a reputation. Reviewing real life case studies, students will examine the consequences of verbal and financial mistakes and misdeeds, product failures and organization crises, and the tactical and ethical challenges facing PR practitioners seeking solutions. Formally titled, "Olivia Pope in the Real World".
3 credits