Doctor of Pharmacy and Master of Business Administration
A combined 256 credits for these two degrees, 214 credits for the PharmD and 42 credits for the MBA, is reduced to 245.5 minimum credits through credit-sharing. Total time to complete both degrees versus just the PharmD is extended by one semester. The MBA must be conferred concurrently or after the PharmD degree.
How to Apply
Students will begin their study in the School of Pharmacy. Students must apply and
be accepted to both programs of study.
Tuition Information
While the student is enrolled in both the PharmD and MBA programs, the PharmD program
will take priority and the Pharmacy tuition rate will apply for all terms except:
- Any term during which a student is enrolled exclusively in MBA courses
- The summer terms during which students take only 0.5 credits of Pharmacy courses, if the student is also enrolled in MBA courses
Program Information
A combined 256 credits for these two degrees, 214 credits for the PharmD and 42 credits for the MBA, is reduced to 245.5 minimum credits through credit-sharing.
Program Type
Dual Degree
Degree
Master's, Doctorate
Duration
6-years
Required Credit Hours
245.5
Year One
PharmD Pre-Professional Courses (17 credits)
PharmD Pre-Professional Courses (16 - 18 credits)
PharmD Pre-Professional Courses (If necessary)
Year Two
PharmD Pre-Professional Courses (16 credits)
PharmD Pre-Professional Courses (16 credits)
PharmD Pre-Professional Courses (If necessary)
Year Three
PharmD Pre-Professional Courses (18 credits)
PharmD Pre-Professional Courses (18 credits)
Accounting Fundamentals - (1.5 credit hours)
This course provides graduate business students with an introduction to fundamentals of accounting for corporations. Topics will include the accounting cycle, an introduction to the basic financial statements of a corporation and determinations of corporate profitability and solvency. Online. Offered every semester.
Economics Fundamentals - (1.5 credit hours)
The course is a prerequisite for ECON 520 and covers introductory topics in both microeconomics and macroeconomics. Online. Offered every semester.
Finance Fundamentals - (1.5 credit hours)
Financial Management is about decisions firms make in two broad areas: the investments it makes and how it pays for them. The first involves expenditures for physical capital, human capital, technological capability, brand capital, and so forth. The second involves raising money in financial markets. In business decision making, the objective is to maximize shareholder wealth. Why the emphasis on shareholders? Among stakeholders generally (i.e., customers, employees, suppliers, government, communities, etc.), shareholders alone possess a uniquely comprehensive and long-term view of the firm’s viability as an ongoing enterprise. This perspective arises from the residual nature of shareholders’ claim to earnings and assets. Wealth is created when the return from investing business resources exceeds their opportunity cost. FINC 501 Finance Fundamentals provides an introduction to fundamental topics which are prerequisite for FINC 530 Financial Management: • Financial Statements and Ratio Analysis • Financial Statement Forecasting • Time Value of Money Pre-Requisite: ACCT 501 for level GR with minimum grade of C (may be taken concurrently). Online. Offered every semester.
This course provides graduate business students with an introduction to fundamentals of accounting for corporations. Topics will include the accounting cycle, an introduction to the basic financial statements of a corporation and determinations of corporate profitability and solvency. Online. Offered every semester.
Economics Fundamentals - (1.5 credit hours)
The course is a prerequisite for ECON 520 and covers introductory topics in both microeconomics and macroeconomics. Online. Offered every semester.
Finance Fundamentals - (1.5 credit hours)
Financial Management is about decisions firms make in two broad areas: the investments it makes and how it pays for them. The first involves expenditures for physical capital, human capital, technological capability, brand capital, and so forth. The second involves raising money in financial markets. In business decision making, the objective is to maximize shareholder wealth. Why the emphasis on shareholders? Among stakeholders generally (i.e., customers, employees, suppliers, government, communities, etc.), shareholders alone possess a uniquely comprehensive and long-term view of the firm’s viability as an ongoing enterprise. This perspective arises from the residual nature of shareholders’ claim to earnings and assets. Wealth is created when the return from investing business resources exceeds their opportunity cost. FINC 501 Finance Fundamentals provides an introduction to fundamental topics which are prerequisite for FINC 530 Financial Management: • Financial Statements and Ratio Analysis • Financial Statement Forecasting • Time Value of Money Pre-Requisite: ACCT 501 for level GR with minimum grade of C (may be taken concurrently). Online. Offered every semester.
Year Four
PharmD Professional Courses (18 credits)
PharmD Professional Courses (18 credits)
Summer Rotation Pharmacy - (.5 credit hours)
Applied Statistics - (3 credit hours)
In this course, students will learn how to apply statistical methods of inference, produce and interpret statistics that attempt to answer typical business questions, and use probability theory and statistical methods to draw conclusions. Students are required to arrive having a working understanding of basic probability and statistics up through and including hypothesis testing. Utilizing datasets that involve environmental, social and governance reporting (e.g., Bloomberg, Trucost), students measure the costs versus benefits of different business strategies. As such, this course places heavy emphasis on the application of statistical techniques to business problems and the interpretation of results for a non-technical audience. Prerequisite: Online Statistics Module material to be completed prior to STAT 710; material will be tested in STAT-710 Lecture, Online. Offered summer only.
Managerial Decision Tools - (1.5 credit hours)
The primary responsibility of all managers is to make decisions in situations in which there are multiple competing objectives. This course introduces students to a set of tools that can be applied to scenarios in a variety of business environments. Specifically, this set of tools will include data summarization, data visualization, optimization methods, Monte Carlo simulation, multi-criteria decision analysis, and decision trees. Subsequent courses in the program will utilize these analytical methods within their specific decision environments. Pre-Requisite: STAT 501 for level GR with minimum grade of C (may be taken concurrently). Lecture, Online. Offered every semester.
Managing People - (1.5 credit hours)
This course examines the ways in which leaders, managers, and employees can improve employee performance and commitment – key factors underlying competitive organizations. Guided by an examination of contemporary research and real-world cases, students will develop the knowledge and tools needed to help them navigate the opportunities and challenges inherent in managing themselves and others to generate enduring social and financial value, while incorporating long-term sustainable business objectives into the vision for the firm. The social and financial pillars of the triple bottom line are central the course, which is focused on improving employee performance and commitment because doing so not only creates internal social value but importantly provides the kind of organizational differentiation that enables the creation of financial value. The environmental pillar is brought into the course through cases. Lecture, Online. Offered fall only.
Applied Statistics - (3 credit hours)
In this course, students will learn how to apply statistical methods of inference, produce and interpret statistics that attempt to answer typical business questions, and use probability theory and statistical methods to draw conclusions. Students are required to arrive having a working understanding of basic probability and statistics up through and including hypothesis testing. Utilizing datasets that involve environmental, social and governance reporting (e.g., Bloomberg, Trucost), students measure the costs versus benefits of different business strategies. As such, this course places heavy emphasis on the application of statistical techniques to business problems and the interpretation of results for a non-technical audience. Prerequisite: Online Statistics Module material to be completed prior to STAT 710; material will be tested in STAT-710 Lecture, Online. Offered summer only.
Managerial Decision Tools - (1.5 credit hours)
The primary responsibility of all managers is to make decisions in situations in which there are multiple competing objectives. This course introduces students to a set of tools that can be applied to scenarios in a variety of business environments. Specifically, this set of tools will include data summarization, data visualization, optimization methods, Monte Carlo simulation, multi-criteria decision analysis, and decision trees. Subsequent courses in the program will utilize these analytical methods within their specific decision environments. Pre-Requisite: STAT 501 for level GR with minimum grade of C (may be taken concurrently). Lecture, Online. Offered every semester.
Managing People - (1.5 credit hours)
This course examines the ways in which leaders, managers, and employees can improve employee performance and commitment – key factors underlying competitive organizations. Guided by an examination of contemporary research and real-world cases, students will develop the knowledge and tools needed to help them navigate the opportunities and challenges inherent in managing themselves and others to generate enduring social and financial value, while incorporating long-term sustainable business objectives into the vision for the firm. The social and financial pillars of the triple bottom line are central the course, which is focused on improving employee performance and commitment because doing so not only creates internal social value but importantly provides the kind of organizational differentiation that enables the creation of financial value. The environmental pillar is brought into the course through cases. Lecture, Online. Offered fall only.
Year Five
PharmD Professional Courses - (15 - 16 credits)
Accounting for Decision Makers - (3 credits)
This course provides graduate business students with a deeper understanding of the accounting cycle used in companies to produce both internal and external financial information. Special emphasis is placed throughout the course on understanding, analyzing and interpreting financial statements and related information. Additionally, students will be introduced to decision making tools such as ratio analysis and challenged to utilize them to critically evaluate financial information and make effective decisions. The basics of corporate sustainability reporting will also be covered. Prerequisite: Online Accounting Module to be completed prior to ACCT 715; material to be tested in ACCT 715. Lecture, Online. Offered summer only.
Accounting for Decision Makers - (3 credits)
This course provides graduate business students with a deeper understanding of the accounting cycle used in companies to produce both internal and external financial information. Special emphasis is placed throughout the course on understanding, analyzing and interpreting financial statements and related information. Additionally, students will be introduced to decision making tools such as ratio analysis and challenged to utilize them to critically evaluate financial information and make effective decisions. The basics of corporate sustainability reporting will also be covered. Prerequisite: Online Accounting Module to be completed prior to ACCT 715; material to be tested in ACCT 715. Lecture, Online. Offered summer only.
PharmD Professional Courses (12 - 13 credits)
Managerial Economics (3 credits)
The course covers selected topics in microeconomics. It emphasizes the integration of microeconomic theories and tools from a managerial perspective. The applied aspect of the course comes from analyzing case studies and studying empirical evidence of the theories. Topics include both traditional topics in microeconomics (quantitative demand analysis, elasticities, production and costs, market structures and profit maximization), in addition to advanced topics (game theory and pricing strategies). The presence of production externalities result in economic, social and environmental consequences. As a result, is important that social costs are compared to private costs. Prerequisite: Online Economics Module material to be completed prior to ECON 720; material will be tested in ECON 720. Lecture. Offered fall only.
Managing Information (1.5 credits)
The purpose of this course is to provide business professionals with the knowledge needed to manage and utilize information systems and technology within a business organization. As information systems have become critical to the success of modern business organizations, knowledge of information systems has become a key success factor for all business professionals within the organization. This course provides comprehensive and integrative coverage of essential new technologies, information system applications, and their impact on business models. Moreover, this course emphasizes the conceptualization of information systems as structured technology configurations working collectively to serve the information needs of an organization. Lecture, Online. Offered every semester.
Supply Chain/Operations Management (1.5 credits)
Supply Chain Management (SCM) is the business process that has evolved from the integration of the traditional business disciplines of forecasting, demand planning, materials planning, purchasing, production, operations management, transportation, inventory management, warehousing, packaging, materials handling, customer service, and related information systems. SCM focuses on efficient and effective customer satisfaction from the exchange of goods, services and information to complete the business transaction from supplier’s supplier to customer’s customer. This course provides insight into the goals and best practices of each business discipline included in the SCM process, and how these disciplines integrate to ensure a competitive advantage and corporate success. Students will assess industry specific differences in managing the flow of materials, goods, services, information and cash via the processes, technologies, and facilities that link primary suppliers through to ultimate customers for both service and product industries. Pre-requisite GRBR 503 for level GR with minimum grade of C and STAT 510 for level GR with minimum grade of C. Lecture, Online. Offered every semester.
Managerial Economics (3 credits)
The course covers selected topics in microeconomics. It emphasizes the integration of microeconomic theories and tools from a managerial perspective. The applied aspect of the course comes from analyzing case studies and studying empirical evidence of the theories. Topics include both traditional topics in microeconomics (quantitative demand analysis, elasticities, production and costs, market structures and profit maximization), in addition to advanced topics (game theory and pricing strategies). The presence of production externalities result in economic, social and environmental consequences. As a result, is important that social costs are compared to private costs. Prerequisite: Online Economics Module material to be completed prior to ECON 720; material will be tested in ECON 720. Lecture. Offered fall only.
Managing Information (1.5 credits)
The purpose of this course is to provide business professionals with the knowledge needed to manage and utilize information systems and technology within a business organization. As information systems have become critical to the success of modern business organizations, knowledge of information systems has become a key success factor for all business professionals within the organization. This course provides comprehensive and integrative coverage of essential new technologies, information system applications, and their impact on business models. Moreover, this course emphasizes the conceptualization of information systems as structured technology configurations working collectively to serve the information needs of an organization. Lecture, Online. Offered every semester.
Supply Chain/Operations Management (1.5 credits)
Supply Chain Management (SCM) is the business process that has evolved from the integration of the traditional business disciplines of forecasting, demand planning, materials planning, purchasing, production, operations management, transportation, inventory management, warehousing, packaging, materials handling, customer service, and related information systems. SCM focuses on efficient and effective customer satisfaction from the exchange of goods, services and information to complete the business transaction from supplier’s supplier to customer’s customer. This course provides insight into the goals and best practices of each business discipline included in the SCM process, and how these disciplines integrate to ensure a competitive advantage and corporate success. Students will assess industry specific differences in managing the flow of materials, goods, services, information and cash via the processes, technologies, and facilities that link primary suppliers through to ultimate customers for both service and product industries. Pre-requisite GRBR 503 for level GR with minimum grade of C and STAT 510 for level GR with minimum grade of C. Lecture, Online. Offered every semester.
Summer Rotation Pharmacy (.5 credits)
PharmD Professional Courses (10 credits)
Financial Management (3 credits)
Financial Management is about the decisions firms make regarding (a) the acquisition of business resources, both tangible and intangible, (b) the management of these resources, and (c) the financing of their acquisition (i.e., how firms pay for them). In surveys of Chief Financial Officers, an overwhelming majority cite corporate culture as the single most important factor in creating value. The Finance function is seen to promote effective culture by exemplifying accountability, integrity and transparency, by providing analytical tools for superior execution, and by focusing employees on long-term objectives. Finance embodies important aspects of sustainability because it is based on objective benefit/cost analysis with the goal of maximizing shareholder wealth while simultaneously considering the impact of decision on other stakeholders. It is nearly always the case that what is good for stakeholders generally also results in long-term shareholder wealth maximization. Through problem solving and case analysis, students obtain a sound foundation in the application of financial decision-making tools toward the goal of optimizing the firm’s long-run viability. Topics covered include valuation, cost of capital, financial planning and forecasting, capital budgeting, risk and return, and options and/or international corporate finance. Prerequisite: Online Finance Module to be completed prior to FINC 721; material will be tested in FINC 721 . Lecture. Offered fall only.
Business Legal Environment (1.5 credits)
This course is designed to develop the legal literacy of MBA students by raising their conscious awareness of potential legal problems or challenges as they discharge their professional responsibilities. Because business decisions have legal implications, it is important that managers understand the legal environment in which they must function. In fact the significance of the law is so great it has been suggested that modern organizations are immersed in a “sea of law.” As a part of an integrated professional MBA program students will come to understand how law affects all aspects of business. This is not a stand alone legal course. In this course we will bring a legal sensitivity to the financial, managerial, organizational and strategic dimensions of business. The larger goal of this course is to develop a legally astute manager. Although we tend to think of the law as the exclusive province of lawyers, the reality is that law is too important a matter to be entrusted to lawyers alone. To do so is in effect an abdication of the business professional’s responsibilities. The legally astute manager understands that success in business requires, among other things, the development of critical thinking skills. There is no better context in which to develop those skills than in the study of business law. Critical thinking skills honed in the study of law provide a foundation for business professionals who must navigate across a wide range of disciplines in order to achieve business success. Toward that end, MBA students will examine substantive concepts relative to such matters as contract formation, risk management, intellectual property, environmental management, employee relations and corporate form and governance. As we live in a time in which the law, business and society nexus is so significant, it would be foolhardy to underestimate the importance of legal education in shaping our business leaders. Lecture, Online. Offered every semester.
Applied Business Ethics (1.5 credits)
This course teaches graduate students essential qualitative decision-making skills for analyzing business issues with an ethical dimension. Conflicting and complementary conceptions of the ethical decision making model are presented that demonstrate how to critically reason through ethical dilemmas in business across all business functions. These rational processes will enable students to effectively recognize, evaluate and resolve ethical conflicts. Throughout the seminar, the analytical frameworks will be applied to common ethical challenges to businesses. The purpose is for students completing this module to be able to identify which ethical framework is most appropriate for addressing a given real world issue and ultimately be able to apply that framework to facilitate responsible decision making. Thus, the course begins with a detailed description and application of each ethical decision making framework to ensure students understand how and in what contexts these tools are utilized. Then, attention is paid to the various individual, organizational, and institutional factors that affect ethical misconduct in the workplace. Personal cognitive influences, common intra-organizational pressures, regulatory factors, and market forces are discussed in terms of how they moderate ethical behavior in business. Once students learn the sources of ethical indiscretions in organizations, methods for constructing and manipulating organizational environments to increase the likelihood of ethical behavior among the firm’s stakeholders are offered. Lecture, Online. Offered every semester.
PharmD Professional Courses (10 credits)
Financial Management (3 credits)
Financial Management is about the decisions firms make regarding (a) the acquisition of business resources, both tangible and intangible, (b) the management of these resources, and (c) the financing of their acquisition (i.e., how firms pay for them). In surveys of Chief Financial Officers, an overwhelming majority cite corporate culture as the single most important factor in creating value. The Finance function is seen to promote effective culture by exemplifying accountability, integrity and transparency, by providing analytical tools for superior execution, and by focusing employees on long-term objectives. Finance embodies important aspects of sustainability because it is based on objective benefit/cost analysis with the goal of maximizing shareholder wealth while simultaneously considering the impact of decision on other stakeholders. It is nearly always the case that what is good for stakeholders generally also results in long-term shareholder wealth maximization. Through problem solving and case analysis, students obtain a sound foundation in the application of financial decision-making tools toward the goal of optimizing the firm’s long-run viability. Topics covered include valuation, cost of capital, financial planning and forecasting, capital budgeting, risk and return, and options and/or international corporate finance. Prerequisite: Online Finance Module to be completed prior to FINC 721; material will be tested in FINC 721 . Lecture. Offered fall only.
Business Legal Environment (1.5 credits)
This course is designed to develop the legal literacy of MBA students by raising their conscious awareness of potential legal problems or challenges as they discharge their professional responsibilities. Because business decisions have legal implications, it is important that managers understand the legal environment in which they must function. In fact the significance of the law is so great it has been suggested that modern organizations are immersed in a “sea of law.” As a part of an integrated professional MBA program students will come to understand how law affects all aspects of business. This is not a stand alone legal course. In this course we will bring a legal sensitivity to the financial, managerial, organizational and strategic dimensions of business. The larger goal of this course is to develop a legally astute manager. Although we tend to think of the law as the exclusive province of lawyers, the reality is that law is too important a matter to be entrusted to lawyers alone. To do so is in effect an abdication of the business professional’s responsibilities. The legally astute manager understands that success in business requires, among other things, the development of critical thinking skills. There is no better context in which to develop those skills than in the study of business law. Critical thinking skills honed in the study of law provide a foundation for business professionals who must navigate across a wide range of disciplines in order to achieve business success. Toward that end, MBA students will examine substantive concepts relative to such matters as contract formation, risk management, intellectual property, environmental management, employee relations and corporate form and governance. As we live in a time in which the law, business and society nexus is so significant, it would be foolhardy to underestimate the importance of legal education in shaping our business leaders. Lecture, Online. Offered every semester.
Applied Business Ethics (1.5 credits)
This course teaches graduate students essential qualitative decision-making skills for analyzing business issues with an ethical dimension. Conflicting and complementary conceptions of the ethical decision making model are presented that demonstrate how to critically reason through ethical dilemmas in business across all business functions. These rational processes will enable students to effectively recognize, evaluate and resolve ethical conflicts. Throughout the seminar, the analytical frameworks will be applied to common ethical challenges to businesses. The purpose is for students completing this module to be able to identify which ethical framework is most appropriate for addressing a given real world issue and ultimately be able to apply that framework to facilitate responsible decision making. Thus, the course begins with a detailed description and application of each ethical decision making framework to ensure students understand how and in what contexts these tools are utilized. Then, attention is paid to the various individual, organizational, and institutional factors that affect ethical misconduct in the workplace. Personal cognitive influences, common intra-organizational pressures, regulatory factors, and market forces are discussed in terms of how they moderate ethical behavior in business. Once students learn the sources of ethical indiscretions in organizations, methods for constructing and manipulating organizational environments to increase the likelihood of ethical behavior among the firm’s stakeholders are offered. Lecture, Online. Offered every semester.
Year Six
PharmD Professional Courses (17 credits)
Marketing Management (3 credits)
This course examines the role of marketing in creating exchanges that satisfy consumer and organizational objectives thereby creating value for the firm. The course focuses on formulating and evaluating marketing strategies. Students learn how marketing mix decisions – product, place, promotion and price – are made as part of a cohesive strategy. Contemporary concepts and theories will be presented with a focus on analytical and financial models that will assist marketing managers in making better decisions. Emerging perspectives on strategic sustainability, marketing management and the impact of digital media are also emphasized. Pre-Requisite: ECON 501 for level GR with minimum grade of C. Lecture, Online. Offered every semester.
Strategic Sustainability and Models (1.5 credits)
Strategic sustainability advances students’ managerial skills for identifying, researching, evaluating and communicating innovative opportunities involving the efficient and effective management of financial, social, and environmental resources. Building on our commitment to the Principles for Responsible Management Education (PRME), this course experience serves as a foundation for strategic sustainability, models and tools across the curriculum. Students work individually, and in teams to frame problems, research and develop training seminars, and manage resources for assigned topics. The focus is inspiring innovation, and creating competitive advantage – both short and long term – for organizations. Deliverables include presentations of mini training seminars to peer, analytical life cycle assessment along with participation in class discussions while applying critical thinking to identify productivity gains, cost savings, revenue increases, and profit growth when implementing sustainable business practices. The course is taught as a seminar where sharing learning, best practices and sustainability knowledge across teams and individuals enables all to gain insight to emerging issues beyond the scope of a single entity. Students work within an integrated curriculum to analyze internal/external situations, drivers and risks; to identify problems and opportunities; to evaluate return on investment from alternative courses of action; and to value both short- and long-term prosperity. Students independently learn about, apply, and reflect on proven models and methodologies while honing their skills as a researcher, analyst, writer, and speaker. Pre-Requisite: GRBU 503 for level GR with minimum grade of C. Lecture, Online. Offered every semester.
Global Business (1.5 credits)
This course helps students acquire the knowledge and skills needed to interact and manage effectively in a global business environment. Students will be exposed to international aspects of organizational behavior, human resource management, labor relations, corporate strategy, political risk and ethical issues. Overall, this course is designed to raise students' international business acumen as well as their cultural intelligence. While business is an increasingly global proposition, cultural differences impact everything from how employees are hired to how they are led to how business strategies are formed. Lecture, Online. Offered every semester.
Marketing Management (3 credits)
This course examines the role of marketing in creating exchanges that satisfy consumer and organizational objectives thereby creating value for the firm. The course focuses on formulating and evaluating marketing strategies. Students learn how marketing mix decisions – product, place, promotion and price – are made as part of a cohesive strategy. Contemporary concepts and theories will be presented with a focus on analytical and financial models that will assist marketing managers in making better decisions. Emerging perspectives on strategic sustainability, marketing management and the impact of digital media are also emphasized. Pre-Requisite: ECON 501 for level GR with minimum grade of C. Lecture, Online. Offered every semester.
Strategic Sustainability and Models (1.5 credits)
Strategic sustainability advances students’ managerial skills for identifying, researching, evaluating and communicating innovative opportunities involving the efficient and effective management of financial, social, and environmental resources. Building on our commitment to the Principles for Responsible Management Education (PRME), this course experience serves as a foundation for strategic sustainability, models and tools across the curriculum. Students work individually, and in teams to frame problems, research and develop training seminars, and manage resources for assigned topics. The focus is inspiring innovation, and creating competitive advantage – both short and long term – for organizations. Deliverables include presentations of mini training seminars to peer, analytical life cycle assessment along with participation in class discussions while applying critical thinking to identify productivity gains, cost savings, revenue increases, and profit growth when implementing sustainable business practices. The course is taught as a seminar where sharing learning, best practices and sustainability knowledge across teams and individuals enables all to gain insight to emerging issues beyond the scope of a single entity. Students work within an integrated curriculum to analyze internal/external situations, drivers and risks; to identify problems and opportunities; to evaluate return on investment from alternative courses of action; and to value both short- and long-term prosperity. Students independently learn about, apply, and reflect on proven models and methodologies while honing their skills as a researcher, analyst, writer, and speaker. Pre-Requisite: GRBU 503 for level GR with minimum grade of C. Lecture, Online. Offered every semester.
Global Business (1.5 credits)
This course helps students acquire the knowledge and skills needed to interact and manage effectively in a global business environment. Students will be exposed to international aspects of organizational behavior, human resource management, labor relations, corporate strategy, political risk and ethical issues. Overall, this course is designed to raise students' international business acumen as well as their cultural intelligence. While business is an increasingly global proposition, cultural differences impact everything from how employees are hired to how they are led to how business strategies are formed. Lecture, Online. Offered every semester.
PharmD Professional Courses (13 credits)
Executive Insights (3 credits)
This is a dynamic course that provides an overview of executive leadership and opportunities to interact with senior managers. The course draws on the collective experience and wisdom of distinguished business leaders who visit the class to provide students with executive perspectives on the challenges associated with thinking entrepreneurially, strategic leadership, developing a vision and motivating organizational change. Students use a variety of conceptual frameworks in leadership and related areas to assess and evaluate these “executive insights” (e.g., via papers and projects) with an eye toward developing their own leadership skills, particularly their ability to seize opportunities and create effective solutions for the contemporary challenges facing business leaders. Lecture, Online. Offered every semester.
Executive Insights (3 credits)
This is a dynamic course that provides an overview of executive leadership and opportunities to interact with senior managers. The course draws on the collective experience and wisdom of distinguished business leaders who visit the class to provide students with executive perspectives on the challenges associated with thinking entrepreneurially, strategic leadership, developing a vision and motivating organizational change. Students use a variety of conceptual frameworks in leadership and related areas to assess and evaluate these “executive insights” (e.g., via papers and projects) with an eye toward developing their own leadership skills, particularly their ability to seize opportunities and create effective solutions for the contemporary challenges facing business leaders. Lecture, Online. Offered every semester.
Strategy and Implementation (3 credits)
This course addresses the process of planning and implementing business strategies. In order to develop a future direction for an organization, this class builds on the formulation of a company’s mission, industry analysis, an organization’s internal assessment, innovation, and strategic planning. This course emphasizes corporate governance, sustainability, and ethics in strategic management.
Capstone Project (3 credits)
The second half of our integrative capstone sequence, the Capstone Project involves students teams working with a real company client to develop a set of strategic recommendations for advancing the business. In this course, students will assess the firm’s strategic context and diagnose its internal operations as well as its products and/or services as they relate to customer needs. In doing so, students will experience what it is like to make high-stakes and impactful recommendations to top management under time pressure and with high expectations for quality and analysis. Final deliverables for each team include a detailed report that lays out specific action steps and metrics (e.g., for productivity gains, cost savings, increased revenues/profit growth) as well as a sophisticated presentation to company management that highlights the team’s analysis and recommendations. Pre-Requisite: MGMT 540 for level GR with minimum grade of C (may be taken concurrently). Lecture, Online. Offered every semester.
This course addresses the process of planning and implementing business strategies. In order to develop a future direction for an organization, this class builds on the formulation of a company’s mission, industry analysis, an organization’s internal assessment, innovation, and strategic planning. This course emphasizes corporate governance, sustainability, and ethics in strategic management.
Capstone Project (3 credits)
The second half of our integrative capstone sequence, the Capstone Project involves students teams working with a real company client to develop a set of strategic recommendations for advancing the business. In this course, students will assess the firm’s strategic context and diagnose its internal operations as well as its products and/or services as they relate to customer needs. In doing so, students will experience what it is like to make high-stakes and impactful recommendations to top management under time pressure and with high expectations for quality and analysis. Final deliverables for each team include a detailed report that lays out specific action steps and metrics (e.g., for productivity gains, cost savings, increased revenues/profit growth) as well as a sophisticated presentation to company management that highlights the team’s analysis and recommendations. Pre-Requisite: MGMT 540 for level GR with minimum grade of C (may be taken concurrently). Lecture, Online. Offered every semester.