Trinity Western University

Management of the Growing Enterprise

Core Business Courses

  • MBA 501: Marketing Management / 3 s.h.

    The course explores the theoretical underpinnings of the discipline of marketing in order to develop a conceptual framework to critique the practice of marketing in the early 21st century. The course utilizes extensive case analysis techniques to enhance the manager’s ability to develop and critique marketing plans in both the for-profit and nonprofit sectors.

  • MBA 521: Managerial Accounting / 3 s.h.

    Managerial Accounting provides managers with an understanding of internal reporting of operating results, including the tools they need to interpret key financial information and improve overall performance. Management accounting plays a vital decision making role in today’s lean organization. Topics include cost concepts and applications, cost-volume-profit relationships, product costing, budgeting, and standard costing.

  • MBA 525: Managerial Economics / 3 s.h.

    The course applies economic theories and quantitative methods to management decision making. Solutions for many important management decision problems in the areas of product selection, pricing, investment, and organization design can be found in managerial economics using relevant economic theories and quantitative methods. Topics include theory of the firm, theory of consumer demand, industrial organization, game theory, forecasting, statistical estimation, decision making under uncertainty, capital budgeting.

  • MBA 542: Managerial Finance / 3 s.h.

    The course provides an opportunity for the manager to develop good understanding in the area of capital investment and financing. The capital investment decision allocates scarce resources to projects in the organization and involves asset valuation, capital budgeting, risk management, working capital management, and performance assessment. The financing decision chooses sources of cash to finance the investment decisions and involves capital structure, financial instruments, the risk-return trade-off, financial planning, and the cost of capital. Ethical considerations and management in the global context from a Christian worldview are integrated into these topics.

  • MBA 552: Human Resource Management / 3 s.h.

    This course focuses on the strategic use of human resource practices to reinforce and support the core capabilities of the organization. The course reviews the functions of human resource management, organizational behaviour, and organizational theory within a business and a non-profit setting, with a special emphasis on doing business in the global marketplace. The course examines how organizations plan for, attract, retain, and manage employees for a sustained competitive advantage.

  • MBA 570: Information and Knowledge Management Systems / 3 s.h.

    This course provides an overview and understanding of the issues involved in the strategic management of the information and knowledge assets of national, international, and transnational organizations. The course examines a broad range of issues and problems associated with information systems (IS) and knowledge management systems (KMS) and their alignment with the strategic goals of an organization. The course includes a comparative study of present theories with particular attention to the role of computer-based information and knowledge management systems in the organizational policy of a variety of business, government and other institutions.

  • MBA 571: Operations Management / 3 s.h.

    This course considers the various operative models by which firms attempt to create value. We assume that business operations are conducted to realize the aims of the business strategy. Toward that end, students develop the skills and the thinking necessary to maximize the effectiveness of the operations. Topics include quality, production/supply chain planning, production/supply chain execution, process design, and project management. Analytical methods are introduced when appropriate. Specific consideration is given to the correct management of the service content of the firm’s products.

  • MBA 590, 591, 592: Christian Leadership and Ethics / 1 s.h.

    This unique course consists of three modules taken during the first three residencies. The course explores a Christian perspective on business and how it impacts management and leadership of organizations. The course introduces students to cutting edge leadership theory, techniques, and tools. Topics include general leadership principles, motivation and behavioral change, decision making, vision setting, understanding group dynamics, team building, communication processes, understanding power, and conflict resolution. The course includes a self-assessment of leadership skills and focuses on Christian values and ethics in the marketplace, surveying Christian perspectives of morality as they relate to particular business leadership issues. This includes examination of ethical issues arising in the areas of corporate social responsibility, dispute resolution, employee rights, advertising and the use of information technology.

  • MBA 684: Business Strategy / 6 s.h.

    The course focuses on competitive strategy at the corporate and business unit level. Strategy development is highly complex and this course helps students to develop skills that identify issues and properly address them. The format of the class is designed for thought and practice on the part of each student. Key topics include: learning curve, relative market share, value chain; Porter’s 5 Forces, BCG, GE, PIMS, EVA and other such concepts; mission statement, competitive positioning, SWOT and other aspects of analyzing one’s own organization; forecasting – sources of information, trends, and analysis; critically analyzing situations and persuasively presenting solutions to various audiences; ethics and corporate responsibilities; and implementation strategies.

 

Specialization Courses - Management of the Growing Enterprise

  • MBA 671: Enterprise Start-Up and Positioning / 3 s.h.

    The course explores the process of creating a new venture, including opportunity recognition, feasibility analysis, business plan creation, and financing. This course looks at factors that lead towards entrepreneurial success including characteristics of the entrepreneur. Class discussion and case analyses present decision making techniques and skills required to evaluate business start-up strategies.

  • MBA 672: Business and Venture Financing / 3 s.h.

    This course focuses on the development of strategies for financing entrepreneurial ventures. It includes analysis of numerous funding sources including debt, venture capital, and private equity financing. It includes a study of the contractual and operational relationships which exist between suppliers of venture capital, intermediaries, and the entrepreneurial firm. The course also assists managers in understanding how to pragmatically structure and negotiate the financing deal.

  • MBA 673: Strategic Issues in Marketing the Growing Enterprise / 3 s.h.

    The course familiarizes students with writings and research in the areas of e-marketing, global marketing, internal marketing, relationship marketing, services marketing, and sports marketing, particularly with respect to how each impacts the growing enterprise. The rapidly evolving field of marketing requires extensive discussion around these various topics and the ability to connect these seemingly disparate topics together within an integrated theoretical marketing framework.

  • MBA 674: Leadership, Management, and Systems Change / 3 s.h.

    Growing enterprises often encounter leadership, management, and systems problems caused by their growth. To sustain growth, the activities of entrepreneurs usually have to change from innovation to delegation, with greater levels of communication and organization. Different functional and leadership skills are needed at various stages of growth. External support such as accountants, lawyers, and investors often have to be incorporated into the operations of the firm. In addition, corporate systems require significant change as the enterprise grows. This course is designed to identify the reasons for, and the tools to make critical leadership, management, and systems change as the enterprise grows.

  • MBA 675: The Legal Environment of Business / 3 s.h.

    The course provides students with an understanding of the legal environment in which Canadian businesses operate. The course focuses on key areas of the legal environment that particularly impact business decision making including the legal system and risk management, contractual principles and issues, corporate formation and governance, partnerships, agency, employment and human rights issues, intellectual property considerations, and business torts.

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