MBA Courses



Phase I - Foundation Courses (21 hours)

All Lewis MBA students must satisfy foundation course requirements. These seven required courses provide the background and essential preparation for advanced study. If an MBA student is required to take all seven of the foundation courses, the seventh course may be used to satisfy an elective requirement.

Students with undergraduate degrees in business usually qualify for a waiver of all or most of the foundation course requirements. Students without undergraduate degrees in business may qualify for a waiver of one or more foundation courses based on their undergraduate curriculum. Students who have earned a grade of B- or better in an undergraduate course, or B or better in a graduate course equivalent to a foundation course offered by Lewis University may be eligible for a waiver. Undergraduate course equivalents are described in the foundation course descriptions.

Transfer credit must have been earned prior to matriculation. All prerequisites, including proficiency exams, must be completed prior to beginning a course. Proficiency exams may not be taken within the last year of coursework.

59-501 Financial Accounting (3)
This course provides the background for accounting in-formation and progresses to a basic level of financial statement analysis, interpretation and decision making. Equivalent: Three semester hours of Principles of Accounting I and three semester hours of Principles of Accounting II.

59-502 Business Economics (3)
In this introductory economics course, students will survey the general macro and micro economic environment in which a business operates. Equivalent: Three semester hours of Macroeconomics and three semester hours of Microeconomics.

59-504 Quantitative Methods for Business (3)
This course is a survey of quantitative methods as they apply to the problems of business management, marketing, finance and economics. This course involves study and analysis of numerous methods such as linear programming, forecasting, queuing models, inventory analysis and project planning and control methods. Students are also introduced to probability and statistical concepts, measurements of central tendency and regression and correlation analysis. Equivalent: Three semester hours of Business Statistics and three semester hours of Quantitative Methods for Business or Management Decision Science.

59-506 Current Topics in Information Technology (3)
Current information technology topics are surveyed and analyzed. Hardware, software and communication systems used to process, store and transmit information are studied and analyzed. Students learn how to manage information technology in today’s network enterprises and global networks. Students read current print and electronic media articles in addition to text. Due to the dynamic nature of the computer field, there is no equivalent. Exceptions will be reviewed on a case by case basis.

59-508 Contemporary Management Practice (3)
This course introduces students to basic theories and principles of management. Emphasis is on effective organizational management practices and change strategies. Case problems and individual development tools will be used. Equivalent: Three semester hours of Principles of Management.

59-510 Survey of Marketing (3)
This course considers the “Four P’s” of the marketing mix (product, place, promotion, and price) as well as strategies that guide their use. Students are introduced to the case-study method as a means of applying and reinforcing marketing principles. Equivalent: Three semester hours of Principles of Marketing.

59-512 Financing the Business Enterprise (3)
This course introduces students to fundamental financial analysis techniques used in security valuation and capital budgeting. It also covers capital structure and issues related to dividend policy. Equivalent: Three semester hours of Business Finance. 

Phase II - Core Courses (24 hours)

Eight managerial courses comprise the core of the MBA curriculum  Up to three courses (9 credit hours, grade "B" or higher) may be transferred in from another college/university if the graduate course is equivalent to a Lewis MBA course.

- The Strategic Management course is a capstone course. It should be a final course in a student's program and must be the last Phase II course.

59-550 Managerial Accounting (3)
This course focuses on identifying and utilizing relevant accounting and financial data for decision making in a variety of areas. Activity-based costing, financial statement analysis and cash flows are among the areas explored. The understanding of financial data and financial statements are a major focus of the course. The course utilizes the case-method approach. Prerequisite: 59-501 Financial Accounting.

59-554 Managerial Economics (3)
Upon completion of this course, students have a thorough understanding of the market system of resource allocation which forms the basis of the business environment. The course emphasizes the manner in which managers and firms make decisions within the system. Prerequisite: 59-502 Business Economics.

59-568 Marketing Management (3)
This capstone Marketing course gives students an opportunity to learn more about creating and implementing strategies. Students create and analyze strategic marketing plans with emphasis on several small cases as well as a semester case project. Prerequisite: 59-510 Survey of Marketing.

59-572 Managerial Finance (3)
Students apply corporate finance theory from a management perspective. Analysis of financial statements, mergers and acquisitions and leasing are emphasized. Prerequisites: 59-501 Financial Accounting, 59-504 Quantitative Methods for Business, and 59-512 Financing the Business Enterprise.

59-601 Legal, Social and Ethical Foundations for Business (3)
This course examines some important areas of law governing behavior in the business community. Students develop an understanding of how policy considerations and social and ethical values become articulated in specific legal terminology. Topics covered include contract law, regulatory law, sales law, paper law, corporation law, agency and employment, environment and community planning, consumer protection and ethical considerations. Prerequisite: None.

Note: Students who have completed undergraduate courses in Business Law I and Business Law II with a grade of B or higher in both may waive this course and substitute another course in the MBA program from Phase III.

59-611 Managerial Communication (3)
This workshop course enables students to integrate communication theory and apply the various forms of written and oral communication skills required in business settings. Extensive practical application of the diverse forms of business communication with the aid of technology include written memos, e-mail messages, meeting management, collaborative reports and the incorporation of graphics. Multicultural aspects of the course include describing the challenges of international and cross-cultural business communication. Enhancing oral presentations with the use of multimedia Power Point slides are also covered. This course should be completed as early as possible in the program. Prerequisite: None.

59-615 International Business and the Global Environment (3)
This course explores the increasing economic interdependence among countries, the spread of innovation around the world, and how this affects business operating in the global marketplace. Through case analysis, the political, cultural, economic, legal, technological and other environmental forces that accompany this diffusion are discussed in light of the cross-border flow of goods, services, capital, and knowledge. Prerequisites: 59-501 Financial Accounting, 59-502 Business Economics, 59-508 Contemporary Management Practice, 59-510 Survey of Marketing, and 59-512 Financing the Business Enterprise.

59-620 Strategic Management in the Global Environment (3)
This capstone course in the MBA curriculum enables a student to integrate the expertise gained in all other courses in the development of strategy and supportive policies for a business operating under global competitive conditions. This course must be the last course taken in the core course phase. Prerequisites: 59-550 Managerial Accounting, 59-554 Managerial Economics, 59-568 Marketing Management, 59-572 Managerial Finance, 59-601 Legal and Social Foundations, 59-611 Managerial Communication, and 59-615 International Business and the Global Environment.


Phase III - Functional Concentration Areas

All Lewis MBA students select a concentration in one of the following nine Functional Area (or may choose the Custom Elective Option).Three courses must be in the selected concentration.

Accountancy Functional Area

59-640 Accounting Ethics, Liability and Exposure (3)
Legal and ethical implications of strategic decisions made by accountants; the role of the accountant as mediator between organizational and regulatory/societal interests. Prerequisite: 59-550 Managerial Accounting

59-642 International Accountancy (3)
International financial accounting concepts, including foreign currency transactions, interpreting foreign financial statements, presentation of domestic/foreign financial statements and the role of the accountant in international monetary transactions. Prerequisite: 59-550 Managerial Accounting.

59-643 Forensic Accounting (3)
Introductory course in fraud detection and fraud prevention.  Various timely forensic topics and cases will be examined.  Pre-requisite: 59-550 Managerial Accouting.

59-644 Advanced Tax Topics (3)
Federal estate, trust, and gift taxes; tax planning to minimize taxation; selected current tax topics and cases. Prerequisite: 23-430 (Federal Taxes I)

Financial Functional Area

59-584 Futures and Options (3)
The use of futures, options, and swaps in hedging and speculation. Pricing theory, and operational issues will be introduced. Prerequisite: 59-512 Financing the Business Enterprise; 59-572 Managerial Finance.

59-585 Financial Management Strategies (3)
Case studies will be utilized to study the integrative nature of financial decision making. Course will emphasize managerial applications of financial theory relating to working capital policy, capital budgeting and corporate control. Prerequisite: 59-512 Financing the Business Enterprise; 59-572 Managerial Finance.

59-586 International Finance (3)
In this course, students will examine the operations of various financial markets. Aspects of investment management, banking and financial services will be studied from a business management and economic perspective. Prerequisite: 59-512 Financing the Business Enterprise; 59-572 Managerial Finance.

59-600 Portfolio Management and Investment Analysis (3)
Quantitative and qualitative techniques for evaluating investments are presented.  Analysis of individual companies and portfolio construction are emphasized as covered on the   Level I program.  Prerequisite: 59-512 Financing the Business Enterprise; 59-572 Managerial Finance.

59-602 Fixed Income Analysis (3)
Evaluation of fixed income investment and interest rate fundamentals.  Topics will replicate those for the CFA® Level I program and typically include evaluating risk, spot and forward interest rates, and bond interest rate sensitivity as measured by duration and convexity.  Prerequisite:  59-512 Financing the Business Enterprise; 59-572 Managerial Finance.

59-603 Financial Statement Analysis (3)
This course primarily covers the use of financial statement in analyzing a firm and its securities.  Topics will replicate those for the CFA® Level I program and typically include cash flow analysis, earnings computations, and liability classifications including off-balance sheet debt.  Prerequisite:  59-512 Financing the Business Enterprise; 59-572 Managerial Finance.

59-604 Quantitative Techniques for Financial Markets (3)
Probability and statistical techniques as applied to financial markets.  Topics will replicate those for the CFA® Level I program and typically include correlation and regression in the prediction and evaluation of investment performance.  Prerequisite: 59-512 Financing the Business Enterprise.

Healthcare Management Functional Area

59-650 Health Care Management Operations and Accounting (3)
Designed to give a background of the hospital and health care environment, this course will discuss the internal operating environment of health care organizations including changes in health care regulations. Discussion will include the organizational relationships between patients, medical staff and administration. A significant portion of the course will be devoted to the accounting function as it relates to the health care field. Prerequisites: 59-508 Contemporary Management Practice, 59-501 Financial Accounting.

59-660 Health Care Marketing (3)
Designed for an increasingly competitive environment, this course will explore how marketing has become a responsibility of all employed in the health care field. Students are introduced to unique strategies and techniques as well as proven marketing concepts. Terms and theories will be explored using case studies. Prerequisite: 59-510 survey of Marketing.

59-670 Health Care Finance and Economics (3)
This course is designed to give the student an understanding of the economic complexities and financial management in hospital and health care fields. Current economic and financial issues for health care providers will also be discussed. Prerequisites: 59-502 Business Economics, 59-512 Financing the Business Enterprise, 59-650 Health Care Management Operations and Accounting.

Human Resources Management Functional Area

59-558 Human Resources Management (3)
The goal of this course is to enable students to master the effective utilization of human resources in organizations including planning, training and development, industrial relations, compensation techniques and strategies and resource selection. Prerequisite: 59-508 Contemporary Management Practice.

59-566 International Human Resources Management (3)
International Human Resources Management focuses on the role of the manager in developing and deploying human capital in international organizations to create or retain value to the organization while maintaining or enhancing the communities involved.  Using a research-based approach, the course will create an awareness of the differing societal attitudes and legal environments.  National and regional differences will be related to functional areas of human resources administration, including staffing, compensation, performance management, training, labot relations, and strategic planning.  Prerequisite:  59-558 Human Resources Management.  This prerequisite is waived if the student has taken Human Resource Management as an undergraduate.

59-588 Employment Law (3)
This course will emphasize current employment law. Major focus will be on understanding, interpreting and making employment decisions in light of the relevant laws. Contemporary employment issues, such as job discrimination, employment contracts and collective bargaining will be included. Prerequisite: 59-508 Contemporary Management Practice.

59-630 Organizational Behavior and Development (3)
This course is designed to provide students with a study of organizational development applying principles and techniques of behavioral problems through a program of planned change. Students will be expected to master underlying theories of organizations, group learning and leadership effectiveness. Prerequisite: 59-508 Contemporary Management Practice.

Information Security Functional Area

59-505 Introduction to Information Security (3)
This course provides a broad overview of the threats to the security of information systems, the responsibilities and basic tools for information security, and the levels of training and expertise needed in organizations to reach and maintain a state of acceptable security. Topics include an introduction to confidentiality, integrity, and availability; authentication models and protection models; security kernels; secure programming; intrusion detection and response; operational security issues; physical security issues; and personnel security.

Additional topics include policy formation and enforcement; access controls and information flow; legal and social issues; identification and authentication in local and distributed systems; classification and trust modeling; and risk assessment.

59-551 Information Security Strategies and Risk Management (3)
This course covers the strategies, procedures and policies to manage and mitigate risk in information systems. It also covers risk analysis techniques that can be used to identify and quantify both accidental and malicious threats to computer systems within an organization. In addition to technical solutions, the course considers strategies and policies that will provide cost effective and highly secure systems. Pre-requisite: 59-505 Introduction to Information Security.

59-552 I.T. Governance and Compliance (3)
This course uses case studies to teach students how to implement an IT Governance process in a company using COBiT (Control Objectives for IT & related technology), align IT strategy with the business planning process, and monitor and measure the IT internal controls to meet internal and external compliance legislation like Sarbanes Oxley and FTC (Federal Trade Commission) requirements. The course will also introduce students to the planning and conducting of an IT Audit. Prerequisite: 59-506 Current Topics in Information Security.

59-555 Security Assurance Principles (3)
Security enforcement rests upon three principles: policy, mechanism, and assurance. Policy specifies the permitted use of an information system. The security policy defines the rules by which the trusted system governs access to its resources, and thus all information and services controlled by the trusted system. Mechanisms within the information system enforce the policy. Cryptographic protocols, audit logs, and access controls are examples of security mechanisms. Assurance is the basis for believing that the implementation of an information system enforces the policy as completely as necessary. This course investigates fundamental assurance technologies that can be applied to interface specifications, architectures, and implementations of information security mechanisms. Formal security models are discussed and applied. Formal and semiformal specification techniques are investigated and applied. Principles of testing are discussed and applied to demonstrative and vulnerability testing. Prerequisite: 59-505 Introduction to Information Security.

International Business Functional Area

59-545 International Economics (3)
This course is designed to give students a comprehensive analysis of international economic factors that impact trade and labor movements between countries. Topics that will be covered include the nature of tariffs, quotas, voluntary import relations; the balance of trade, currency speculation, and other economic relations. Prerequisite: 59-502 Business Economics.

59-642 International Accountancy (3)
International financial accounting concepts, including foreign currency transactions, interpreting foreign financial statements, presentation of domestic/foreign financial statements and the role of the accountant in international monetary transactions. Prerequisite: 59-550 Managerial Accounting.

59-580 International Marketing (3)
Students will explore international strategies, special goals and decision-making processes across several countries and the selection of entry strategies for foreign markets. Prerequisite: 59-510 Survey of Marketing.

59-586 International Finance (3)
In this course, students will examine the operations of various financial markets. Aspects of investment management, banking and financial services will be studied from a business management and economic perspective. Prerequisite: 59-512 Financing the Business Enterprise.

Information Technology Management

59-594 Database Management (3)
This course is an introduction to database management systems. Fundamentals of database models will be discussed. Designs and issues concerning storage, access and management of data and information will be explored. Prerequisite: 59-506 (Information Systems)

59-596 Networks and Data Communications (3)
An introduction to business telecommunications. Detailed discussion of issues in business telecommunications. Topics discussed will include: coding and digitizing, data terminals and modems, communication circuits and networks, and telecommunications management. Prerequisite: 59-506 Information Systems.

59-552 IT Governance and Compliance (3)

This course is a hands-on case study course that will teach graduates how to implement an IT governance process in a company using the COBIT (Control Objectives for IT and related technology). This course will teach students how to align IT strategy with the business planning process; monitor and measure the IT internal controls to meet internal and external compliance legislation like Sarbanes-Oxley, and FTC requirements. Students will be introduced to planning and conducting and IT audit. Pre-requisite: 59-506 Current Topics in Information Security.

59-557 Project Management (3)

This course is designed to provide a broad knowledge of project management. It introduces students to the various types of project management organization and the detailed business and technical management procedures and human skills necessary to successfully manage any size project in the areas of research, product development, information systems, production, services and construction. The course discusses the management of scope, time, cost, risk, quality, change, team and integration. Pre-requisite: 59-504 Quantitative Methods of Business, and 59-508 Contemporary Management Practice.

Marketing Functional Area

59-580 International Marketing (3)
Students will explore international strategies, special goals and decision-making processes across several countries and the selection of entry strategies for foreign markets. Prerequisite: 59-510 Survey of Marketing.

59-589 Analysis of Promotion (3)
The purpose of this course is to familiarize students with the elements of promotion: advertising, publicity and public relations. It will require an analysis of marketing strategy, promotional strategy, budgeting, goal setting, media costs and buying problems. Prerequisite: 59-510 Survey of Marketing.

59-590 Marketing Research (3)
A study of developing and administering current techniques of data collection, statistical and computer analysis of data and the oral and written presentation. Applications of marketing research information will be analyzed for relevant business situations. Prerequisite: 59-510 Survey of Marketing.

59-591 E-Marketing on the Web (3)
A consideration of current marketing techniques used on the Internet. Topics include e-mail marketing, banner advertising, Web page development, Internet promotions, and Web merchandising. Prerequisite: 59-510 Survey of Marketing.

Project Management Functional Area

59-557 Project Management (3)

This course is designed to provide a broad knowledge of project management. It introduces students to the various types of project management organization and the detailed business and technical management procedures and human skills necessary to successfully manage any size project in the areas of research, product development, information systems, production, services and construction.The course discusses the management of scope, time, cost, risk, quality, change, team and integration. Pre-requisite: 59-504 Quantitative Methods of Business, and 59-508 Contemporary Management Practice.

59-559 Advanced Project Management (3)
This is an advanced course in project management that discusses in more detail several aspects of project management.  It considers how to deal with a variety of stakeholders and ways to consider optimizing stakeholder involvement. How, and why, various social roles are needed on projects.  The formation and expectations of differing kinds of teams are covered in order to set up management expectations about results.  change to the organization as a result of a technological innovation is reviewed, and a detail analysis of a case study covered.  Also considered are surfacing assumptions about the change process and correctly identifying them.  Students will use a parametric analysis to construct an overall approach to a project.  the results of a project need to be integrated within existing environments.  Issues dealing with change management, power, and the social roles of innovations are addressed.  Team formation and various kinds of teams are reviewed considering the context within which they must perform.  Pre-requisite:  59-557 Project Management. 

59-560 Principles of Six Sigma (3)
This course introduces students to one of the most highly evolved quality management methodologies: Six Sigma Process Improvement.  Six Sigma is a powerful breakthrough management tool that promotes an increased market share, cost reductions and significant improvements in bottom-line profitability for companies of different size.

59-561 Strategic Outsourcing (3)
This course provides exposure to strategies that help formulate and execute an effective outsourcing strategy. Current trends in business process outsourcing (BPO) will be analyzed to determine an effective outsourcing model in accordance with the organization’s mission, objectives and capabilities. 

Operations Management Functional Area

59-562 Operations Management (3)
The course focuses on competitiveness, with emphasis placed on the close coordination of business unit operational decision making and strategic planning. Topics covered include product process design, inventory management, quality management, forecasting and statistical quality control. Operations Management is an interesting mix of managing people and applying sophisticated technology. The goal is to efficiently create wealth by supplying quality goods and services. Prerequisites: 59-508 Contemporary Management Practice and 59-504 Quantitative Methods for Business.

59-564 Coordinating and Managing Supply Chains (3)
This course will focus on operational coordination within a firm and gradually transitions to include inter-function, inter-firm, and inter-national coordination. The role of supply chain intermediaries are discussed. Specific modules will focus on retail operations and the role of supply chain intermediaries (e.g. distributors and sourcing agents). The impact of incentives and market imperfections and the changing impact of the Internet and other information technology on supply chain operations are emphasized. Prerequisite: 59-562 Operations Management.

59-565 Designing, Managing and Improving Operations (3)
This course has several basic themes that build on the base knowledge of operations management. The focus will include several modules: Process Efficiency and Responsiveness; Enabling Technologies and Improvement Strategies; Managing Operations in the New Economy; Concepts of an Operations Strategy; and Creating and Capturing Value in Operations. Prerequisites: 59-562 Operations Management.

59-560 Principles of Six Sigma  (3)
This course introduces students to one of the most highly evolved quality management methodologies: Six Sigma Process Improvement.  Six Sigma is a powerful breakthrough management tool that promotes an increased market share, cost reductions and significant improvements in bottom-line profitability for companies of different size. (Included as an optional course in the  Project Management concentration, and the Technology & Operations Management concentration).

Customized Concentration

Students who do not wish to select a concentration in a particular subject area will be permitted to “customize” a unique concentration  to better reflect their professional and educational interests by selecting courses from any of the concentration courses offered in the program. Students should consult with their MBA Advisor.

Phase IV - Elective

All Lewis MBA students must earn three credit hours of electives by completing:
a. An additional course from Phase III, or
b. Three one-credit-hour seminars.

Graduate Seminars are offered each semester. Normally seminar sessions are conducted on two successive days, Friday evening  6 -9 p.m.and Saturday, 9a.m.- 4 p.m.