The course provides the basic framework of accounting practices from the perspective of non-accounting managers. The course provides students with fundamental financial and managerial accounting principles to allow them to link individual and unit operational goals to the financial requirements of the organization. Students will understand when and how to use various analytical approaches based on the kinds of decisions needed and the particular stakeholders to be addressed.

This course addresses the fundamental economic principles of decision making including opportunity costs, factors of production, and competitive and comparative advantage. Risk and uncertainty are also analyzed. In addition, students address sustainable business principles in a rapidly changing economic and social environment. The course approaches all of these topics from the perspective of the practicing manager.

The course builds on the principles of the MS6010 Accounting Practices for Managers course and the competencies established in the MS6012 Economic Practices for Managers course to provide the financial acumen necessary to make appropriate investment and spending decisions with limited information*. Students also explore the financial tools organizations use to capture and evaluate complex costs associated with business actions, such as environmental or social impacts that may be external to the firm.
Prerequisite(s): MS 6010 , MS 6012

MS6900 is an integrative project focused on adding value to the organization and integrating the material covered throughout the MS programs a session-long project. Students demonstrate analytical capacity in determining a course of action that contributes to the organization's financial and operational success while concurrently meeting the goals of the discipline and/or work unit in an ethical and professional manner. Project management tools and processes are presented.
Prerequisite(s): To be taken in the final session of the program

This course focuses on the development of effective communication strategies and their applications in various organizational contexts and with different stakeholder groups. Topics covered include defining the organizational communications culture and styles, audience assessment, overcoming communications barriers, communications etiquette, and ethical dimensions of communications. Techniques covered include preparation of memos and business reports, business correspondence using email and hard copy formats, preparing and delivering oral reports, and facilitating discussions.

This course offers insights and approaches for understanding cultural/social/gender differences, dealing with difficult people, and assessing conflict styles. Students identify, analyze, and plan for those elements within the cultural, economic, and political environments that require specialized understanding and strategy for successful management.

The course analyzes the primary legal structures from the federal level governing the employment relationship, and introduces students to state guidelines and interests. Topics include regulations of the employment environment and those covering discrimination in employment. Students explore, apply, and anticipate legal issues in the industries and regions relevant to their careers.

Students investigate and evaluate the available models of compensation and rewards from the perspective of the organization and the current/future employees. This course examines theories of motivation and techniques of performance appraisal in analyzing and improving employee job performance. The effectiveness of compensation and benefit strategies for different cultural and demographic employee groups are analyzed. Non-financial rewards and practices are also considered. Students build a model for a reward structure for an industry or organization of their choice.

This course introduces foundational training principles and adult learning theory to support a focus on the practice of training as an employee development tool. Students evaluate opportunities to improve organizational and individual performance through formal and informal training and measure the efficacy of training initiatives. Students will consider the root cause of performance issues and examine techniques that address the range of development needs (from basic skills development to problems solving capabilities to leadership competencies) for a particular organization.

Talent management and long term organizational development plans are evaluated in terms of human and financial resources. Students design a talent management plan for an organization or subset of an organization, justifying necessary investment and/or changes in recruiting, development, or compensation systems.