Core Courses: Complete 6 of the following 12 courses to accumulate 18 credits
|Course Number||Course Title||Number of Credits|
|BUSA 555||Digital Media and Marketing||3|
|MNGT 665||Ethics and Social Justice||3|
|MNGT 515||Global Business||3|
|MNGT 615||Talent Management||3|
|MNGT 625||Operations and Supply Chain Management||3|
|ECON 515||Financial Economics||3|
|BUSA 502||Social Entrepreneurship||3|
|BUSA 512||Organizational Sustainability||3|
|BUSA 522||Managing a Socially-Minded Organization||3|
|BUSA 552||Evaluating Social Impact||3|
Concentration Courses: Complete all of the following concentration courses to accumulate 12 credits.
|Course Number||Course Title||Number of Credits|
|LEAD 604||Organizational Behavior and Development||3|
|LEAD 614||Art of Decision Making||3|
|LEAD 624||Leadership Theories||3|
|LEAD 634||Managing Conflict and Diversity||3|
BUSA 502: Social Entrepreneurship
A deep look at this innovative approach to social change and how it is affecting the global market. Students learn how to harness the power of business and entrepreneurial thinking for positive, sustainable change. Students analyze how social enterprises can interact with a broad audience including consumers, governments, nonprofits, and businesses to bring about positive social change.
BUSA 512: Organizational Sustainability
An analysis of how organizations operate in ways that support the long-term viability of the social, economic, and environmental context around them. Students think critically about the role organizations play in social problems and social change and they leave the course equipped to be advocated of operational sustainability.
BUSA 522: Managing a Socially-Minded Organization
A survey of the nanced management skills required to lead in non-profit organizations, B-Corps, or businesses looking to improve their social impact. Students leave this course with a deep understanding of the leadership challenges present in socially-minded organizations and the specific skills required to manage in this context.
BUSA 552: Evaluating Social Impact
An in-depth look at how socially-minded organizations assess their social impact. This course explores a wide variety of evaluation techniques including anthropological methods, econometrics, and change models. Students leave this course with a deep understanding of how change is measured and the skills to work in and lead organizations that are mindful of their social impact.
BUSA 555: Digital Media and Marketing
An exploration of the use of digital media in marketing and the implications this has for organizations. Students gain knowledge of the marketing process and how marketing strategies are used to promote ideas, goods, and services in the information age by concentrating on online business, digital advertising, consumer data, and social media.
BUSA 660: Strategy
Develops the skills to craft and execute a strategic framework that builds a competitive advantage and steward resources, talent, customer loyalty, and brand reputation. Students learn to develop and evaluate strategic plans that account for organizational mission and goals in addition to the external environment including economic, political, technological, social, and global factors they must confront.
ECON 515: Financial Economics
A survey of accounting, finance, and economics necessary for the financial management of any organization. Students leave this course with a managerial command of these broad subject areas and are equipped to make organizational decisions based on the information received from financial reports and forecasting.
LEAD 604: Organizational Behavior and Development
Gain an understanding of how group, individual, and relational behaviors within organizations shape the structure, efficiency, and development of that organization and learn strategies about how to respond to these organizational behaviors as a leader. Utilizing the lens of social sciences, the analysis of organizations equips students to understand and respond to an organization’s dynamics so they can bring guiding vision and leadership to their role.
LEAD 614: Art of Decision Making
An exploration of decision-making models that enables students to learn when and how to apply them in contexts such as personnel management, finance, and marketing. Additionally, students are equipped with both the hard and soft skills required for effective leadership in varying organizational environments.
LEAD 624: Leadership Theory
A survey of major leadership theories and styles and how they manifest themselves in practice and outcome. Based on the techniques, methodologies, and frameworks studied, students reflect on their own leadership and build their own personal leadership style throughout the course.
LEAD 634: Managing Conflict and Diversity
Develops the skills and insight required to navigate the challenging spaces of diversity and conflict. Students gain understanding about allowing for diversity in the workplace, harnessing diverse experiences for creative innovation, and working through conflict when it arises. Students are advised on how to approach difficult topics as a manager, so they are prepared to face challenging issues outside of the classroom.
MNGT 515: Global Business
An analysis of the vast external environment in which organizations operate today that provides students with principles and strategies for navigating the complexities of the global market. Students consider global economic, political, and social factors that affect daily organizational operations. Additionally, students explore ethical and justice-related questions and gain a broader understanding of the world and how business operates within it.
MNGT 615: Talent Management
A comprehensive survey of management practices that facilitate the development and maintenance of a sustainable talent pool. Students leave this course equipped with leadership and management strategies that improve organization member efficiency, motivation, satisfaction, and achievement in a way that helps the organization move toward its strategic goals.
MNGT 625: Operational and Supply Chain Management
Gains the knowledge and skills necessary to manage organizational operations and supply chains to meet consumer demand. Students leave this course with strategies to create an efficient and effective supply chain and the confidence to make strategic supply chain decisions.
MNGT 665: Ethics and Social Justice
A critical analysis of questions of ethics and justice in organizational operations using an approach unique to Eastern University that emphasizes faith, reason, and justice. Sample topics include consumer protection, personnel management, and advertisement. Special attention is given to ways in which the Christian faith informs the motivation and structure of ethical decisions. Students leave the classroom prepared to deliberately and ethically face the quandaries of the modern marketplace.
MNGT 675: Practicum
A student-directed applied learning project completed under faculty advisement designed to allow students to demonstrate their management competency. The project involved a product, service, organizational unit, market sector, innovative process/idea, or resolution to a significant organizational problem. Students demonstrate mastery of their program’s material by formulating recommendations and an associated action plan that incorporated critical analysis, sound business principles, ethical standards, and best practices into their work.