Master of Business Administration (MBA) (STM) Courses
MBA 510 FINANCIAL ACCOUNTING FOR MANAGERS (3)
This course introduces students to the critical concepts and terminology of accounting, often called the language of business. The course includes the financial content typically found in a two-course undergraduate accounting sequence.
MBA 520 ANALYTICAL SKILLS FOR MANAGERS (3)
Provides background in quantitative methods required for advanced MBA coursework. The course focuses on using mathematical and statistical reasoning and computation to solve organizational problems. Topics include the time value of money, present value, data organization, descriptive statistics, hypothesis testing, regression analysis, and business applications of algebraic expressions.
MBA 530 BUSINESS FOUNDATIONS (3)
This course provides students with the concepts and tools to understand businesses and the environments in which they operate in preparation for graduate study in the field. Elements of the business environment covered in the course include economics, business law and ethics, and global issues. Elements of organizations covered in the course include core functions (marketing and operations), resources (money, people, and information), as well as business integration and strategy. This course is designed for students entering the MBA program with undergraduate degrees in fields other than business.
MBA 600 LEADING PEOPLE IN ORGANIZATIONS (3)
Provides concepts and best practices for leading individuals and groups toward working more effectively. Central issues include dealing with different personalities, motivating others, using people’s best abilities, and building social influence and personal power. Examines the impact of management culture and organizational structure on the success of individuals and teams. Attention is given to strategic and political dimensions of leadership in organizations.
MBA 601 ECONOMIC ANALYSIS FOR MANAGERS (3)
Along with MBA 602, this course provides perspectives and tools to enhance managerial problem-solving. The course focuses on understanding the economic context in which organizations function and the economic decision tools for bettering firm performance. Consequently, the course uses macroeconomic variables (such as national income and productivity, money and banking, and the economic role of government) to inform the microeconomic choices organizations must make to enhance their own success (such as cost determination, pricing, risk analysis).
Prerequisite: MBA 510, MBA 520 or equivalent
MBA 602 MANAGERIAL ETHICS AND DECISION MAKING (3)
Along with MBA 601, this course provides perspectives and tools to enhance managerial problem-solving. The course focuses on understanding the social and operational variables pertinent to making effective choices. Topics include social responsibility, organizational misbehavior, applications of moral philosophies, framing, improving creativity, hypothesis testing, utility analysis, and other quantitative and qualitative decision methods.
MBA 610 MANAGERIAL ACCOUNTING (3)
Focuses on using accounting data to make management decisions. Students learn how accounting information is used to plan and control operations. Volume cost-profit analysis, cost estimation, and short and long-term financial decisions are studied from a managerial perspective.
Prerequisite: MBA 510, MBA 520 or equivalent
MBA 611 MANAGERIAL FINANCE (3)
Covers basic principles of financial valuation and analysis. Topics include financial statement analysis, working capital management, long-term financing decisions, and capital structure and dividend policy.
Prerequisite: MBA 610, MBA 520 or equivalent
MBA 612 MANAGERIAL MARKETING (3)
Employs a case study approach for applying marketing principles to marketing management and strategy. Quantitative and qualitative approaches involve situation analysis, market analysis and targeting, strategic applications, and marketing planning.
MBA 613 HUMAN RESOURCE MANAGEMENT (3)
Provides a strategic perspective on using human resources to increase firm success while improving employee wellbeing. Topics include recruitment, professional development, compensation and benefits, evaluation, and termination. Particular attention is given to the implications of HR procedures for employee performance.
MBA 616 NOT-FOR-PROFIT ACCOUNTING
Examines concepts and practices unique to non-governmental and not-for-profit entities. Topics include organization and functions, fund accounting, financial reporting, budgeting, accounting Principles and standards for NPO’s, financial controls, auditing, and tax issues. Accounting concentration students only.
MBA 617 OPERATIONS MANAGEMENT (3)
The Operations Management course provides students with management skills for planning, coordinating, and controlling the people and technology used to provide goods and services. It studies the production of goods and provision of services by an organization to meet the needs of its customers. The course examines operations strategy, quality management, scheduling, supply chain management, project management, and facilities design in a wide variety of industries.
Prerequisite: MBA 520 or equivalent
MBA 616 NOT-FOR-PROFIT ACCOUNTING (3)
Examines concepts and practices unique to non-governmental and not-for-profit entities. Topics include organization and functions, fund accounting, financial reporting, budgeting, accounting principles and standards for NPO’s, financial controls, auditing, and tax issues.
Prerequisite: Accounting concentration
MBA 701 ENTREPRENEURSHIP (3)
Looks at the challenges of establishing, owning, and managing a small business. Students learn methods of identifying new business opportunities, planning for and organizing a business; marketing its good and/or services, and financial planning and control.
Prerequisites: MBA 611, MBA 612
MBA 702 BUSINESS LAW (3)
Provides knowledge of business law needed to make informed and effective business decisions. Emphasis is on legal issues important to managers for identifying and controlling risk. Topics include contracts, torts, the Uniform Commercial Code, creditor-debtor relationships, real property, and business entities.
MBA 707 NEGOTIATION AND CONFLICT RESOLUTION (3)
Deals with productivity managing conflicts to help build effective teams within and among organizations. Focuses on tactics, strategy, process, and methods of managerial negotiations with individuals and groups to optimize performance.
Prerequisites: MBA 600, MBA 602.
MBA 708 INTERNATIONAL BUSINESS MANAGEMENT (3)
Provides an overview of strategic decisions facing international firms and relevant variables in their decision-making. Particular attention is paid to management and environmental settings of multinational enterprises, including organizational, political, social, and cultural dynamics affecting business function.
MBA 722 INFORMATION TECHNOLOGY FOR MANAGERS (3)
Provides skills for choosing effective strategies and tools for information management. The course uses a hands-on approach to defining, analyzing, and, solving day-to-day management problems using information technology. Topics include hardware, software, system analysis, information systems, and databases.
MBA 730 SERVICES MARKETING (3)
Examines marketing challenges faced by organizations providing services, and strategies to enhance their marketing success. Particular attention is paid to the public sector and not-for-profit organizations. The course focus includes positioning services for appropriate markets and managing the service delivery process.
MBA 739 NOT-FOR-PROFIT ORGANIZATIONS (3)
Focuses on the management of not-for-profit enterprises under circumstances of increasing competition for funding and greater pressure to show efficiency and effectiveness. The course uses case studies to examine issues of organizational structure and development, governance, board relations, management of volunteers, strategic alliances, capacity building, and functional leadership.
MBA 740 SOCIAL ENTERPRISE MANAGEMENT (3)
Introduces students to the application of entrepreneurship to the advancement of social change within organizations that have a double bottom line: creating tangible social value as well as financial return. Students will use cases and examination of live organizations to develop knowledge of the strategies for and challenges of creating sustainable and successful social ventures. Issues including start-up, funding, organizing, growing, and assessing a social enterprise will be explored.
MBA 741 GOVERNMENTAL RELATIONS (3)
This course is designed to help not-for-profit managers learn how to engage the public sector effectively. Through applied research and case study, students will acquire a wide range of knowledge and action skill in such diverse areas as improving performance through organizational change, the budget process, identifying and pursuing funding opportunities, and how the federal or local government’s public policy and fiscal decisions affect not-for-profit organizations’ strategic goals and operations. Particular attention is given to state and local government operations in Hawai’i.
MBA 743 Leadership for Strategic Decision Makers (4)
Decision making is a key aspect of leadership. This course helps the aspiring leader to first understand his or her own attributes and how they “fit” into an organizational team. That knowledge will be used to discern and discuss decision making in situations of pressure and change. Students will learn the importance of vision casting, integrity, analysis, wisdom and discernment. Students will take assessments and engage in discussion, case studies, team exercises and reflective exercises to gain an understanding of the role of leadership in strategic decision making. Students will learn the importance of adapting leadership and management styles to meet demands in dynamic organizations.
MBA 744 Accounting for Strategic Decision Makers (4)
Use of accounting data to make management decisions. Students will learn how accounting information is used to make strategic management decisions. Cost-Volume-Profit analysis, cost estimation, budgeting, short and long term financial decisions are studied from a managerial perspective.
MBA 745 Economics for Strategic Decision Makers (4)
This course provides MBA students the economic tools and techniques useful for business decision-making. This course is an application of microeconomics and macroeconomics analysis to business decisions in production costs, demand and supply, market competition, and economic forecasting. Prerequisite: Enrollment in One Year MBA
MBA 746 Business Analytics for Strategic Decision Makers (4)
This course the modern combination of Operations Research and Management Information Systems. Operations Research grew up in the twentieth century and became very mathematically sophisticated. MIS also began in the latter part of the twentieth century. The cloud storage, big data computations, block chain security, and GDPR combining the two systems became possible. It was originally called Business Intelligence but in the last three years the term Business Analytics has become more popular.
MBA 747 Marketing for Strategic Decision Makers (4)
In this course students will focus on the importance of companies being market-driven and customer-centric improving their ability to make decisions including segmentation and target marketing, product/brand positioning and the development of the value proposition, integrating the marketing mix elements into a cohesive strategy to provide value and build a competitive advantage.
MBA 748 International Field Experience (4)
The International Field Experience is an engaged learning course that will allow students to apply skills and knowledge learned in their MBA program in an adventurous, cross cultural setting. Students will be challenged to analyze, synthesize and integrate knowledge in the solution of a complex cross cultural business problem. They will have the opportunity to gather information first hand in a foreign country, from stakeholders with different perspectives, values and world views. They will use the information gathered to make business decisions in the best interests of a real client, using research, teamwork and critical and creative thinking skills. Students will serve as ambassadors for CUH and the Business School in this immersive, real world business experience.
MBA 749 Finance for Strategic Decision Makers (4)
This course analyzes how managers evaluate investment projects and arrange for financing these investments. It provides students with an analytical framework to evaluate the strengths and weaknesses of a company and to assess the effectiveness of corporate management in maximizing value for shareholders. Covers material essential to decision making in an international financial environment such as foreign exchange markets and multinational capital budgeting.
MBA 752 FINANCIAL ANALYSIS AND APPLICATIONS (3)
Corporate financial management is taught through case analysis of current financial problems in business. Management of cash, receivables inventories, long and short-term investments, alternatives and capital sources, capital budgeting, return on investment, risk-taking, and taxation are covered. Formulating, implementing, and communicating financial strategies are stressed.
Prerequisite: MBA 611
MBA 754 INVESTMENT MANAGEMENT (3)
Provides a comprehensive overview of investment management and analytic tools for evaluating investment opportunities. Topics include analysis and valuation of equity securities, fixed income securities and financial derivatives, measurement of risk and return, construction of optimal asset portfolios, and criteria for evaluation of investment performance.
Prerequisite: MBA 611
MBA 756 INTERNATIONAL FINANCE (3)
Provides a framework for making corporate financial decisions in an international context. Topics include managing foreign currency exposure, global financing, multinational capital budgeting decisions, hedging instruments, international sources and cost of capital, trade financing, and international portfolio investment.
Prerequisite: MBA 611
MBA 761 LEADING ORGANIZATIONAL CHANGE (3)
Provides concepts and skills needed to lead change and development efforts at the individual, team, and systems levels. Focus is given to the diagnosis of organizational events and the creation of interventions to improve them. Emphasis is on using consulting models and applying behavioral science knowledge and techniques to improve the performance of people and organizations. The course includes structural process and human resource interventions.
Prerequisite: MBA 600
MBA 762 PROJECT MANAGEMENT (3)
Provides perspectives and processes used ineffective project management from conception through evaluation. Employs hands-on learning to prepare students to develop project planning and oversight systems, identify and implement best practices, and establish operational links between the project and organizational objectives. Focuses on the use of project management in accomplishing strategic organizational goals. Provides skills for choosing effective strategies and tools for information management. The course uses a hands-on approach to defining, analyzing, and, solving day-to-day management problems using information technology. Topics include hardware, software, system analysis, information systems, and databases.
MBA 763 PROFESSIONAL DEVELOPMENT (3)
This graduate-level seminar focuses on developing participants’ self-knowledge, professional perspectives, and personal skills for personal and professional success. Emphasizes tools for effective self-management and career charting. Topics include time management, effective presentations and interpersonal communication, stress management, and conflict resolution. The course employs experiential learning and guest presenters.
Prerequisite: MBA 600
MBA 764 STRATEGIC ISSUES IN PHILANTHROPY (3)
Examines planning and development of funding acquisition and use of not-for-profit organizations. Enables students to construct funding strategies to improve organizational performance, solicit support from donors, and demonstrate effectiveness to key stakeholders. Topics include donor-centered fundraising, management of campaigns, marketing and public relations in philanthropic ventures, managing information, and professional ethics in philanthropy.
MBA 770 ACCOUNTING INFORMATION SYSTEMS (3)
Helps participants design, analyze, and use accounting information systems. Provides conceptual frameworks for understanding information systems as well as practical experience in using real-world accounting information software. Emphasis is on system development and accounting applications design. Accounting concentration students only.
MBA 776 ADVANCED FINANCIAL ACCOUNTING (3)
Provides advanced study of concepts and issues in financial accounting. Topics include business combinations and consolidations, inter-company transactions, partnership accounting, and international accounting.
Prerequisite: Accounting concentration
MBA 778 CORPORATE AND PARTNERSHIP TAXATION (3)
Examines tax laws and regulations as applied to the formation, operation, dissolution of corporations and partnerships. Emphasis on conducting research related to complex tax issues.
Prerequisite: Accounting concentration
MBA 779 ADVANCED ACCOUNTING THEORY (3)
Provides advanced study of the conceptual framework of financial accounting emphasizing theoretical concepts, accounting standards, and procedures. Focuses on sources of Generally Accepted Accounting Principles, including industry pronouncements, opinions, and bulletins. Also includes techniques using FASB’s Financial Accounting Research System.
Prerequisite: Accounting concentration
MBA 780 SPECIAL TOPICS (3)
Selected topics may be offered on any aspect of the business. Topics will be announced. Examples of current special topic offerings include Fraud and Forensic Accounting, Cross-Cultural Management, Leaders in Practice, Family Business Management, Risk Management, Leading from a Hawaiian Place, and Master Learning skills for Managers.
MBA 786 ISLAND BUSINESS AND ‘AINA (3)
This course provides a strategic perspective on living systems and the relationship between ecology and effective business practice in island environments. The principles of the Ahupua’a system are introduced and used as a framework for examining issues in related industries, such as agriculture, energy, and waste management.
MBA 787 ISLAND BUSINESS AND MAKA’AINANA (3)
This course provides a strategic perspective on human systems and the relationship between the community and effective business practice in island environments. Hawaiian cultural beliefs and practices are introduced and used as a framework for examining related industries such as government, health care education, and housing.
MBA 788 ISLAND BUSINESS AND KULEANA (3)
This course provides a strategic perspective on the role of business in fostering a healthy island economy. Both macroeconomic and microeconomic variables are considered. Focus is on the economy as a support for community and ecological sustainability. Topics include open and closed systems, enhancement and extraction economies, and shareholder versus stakeholder models.
MBA 789 ISLAND BUSINESS AND PO’OKELA (3)
This course provides a strategic perspective and tactical guidance for leading effectively in island organizations. Focus is given to issues of personal presence and capacities related to facilitating the effectiveness of people, projects, and whole businesses. Topics include developing skills in observation, dialogue, mentoring, and leading for business resilience and impact.
Prerequisite: MBA 786
MBA 798 INTERNSHIP (1 to 3)
A professional internship is provided with the guidance of a faculty member. Arrangements for a supervised internship are made through the MBA Program Office.
MBA 799 DIRECTED STUDY (1 to 3)
Individualized study on a chosen subject under the supervision of a faculty member. Participation in the directed study is arranged through the MBA Program Office.
MBA 800 Strategic Management (3)
This capstone course gives students an opportunity to experience the many demands and managerial complexities placed on top managers. The course helps students integrate and apply what they have learned in functional business courses, as well as gain experience in using the techniques, tools, and skills of strategic analysis. Student teams engage a “live” organization in their field project and bring real world challenges they face back into the classroom.
Prerequisite: completion of all core courses
MBA 801 Strategic Decision Making Capstone (4)
This capstone course gives students the opportunity to demonstrate the strategic decision making skills developed during the One Year MBA program. Using the concept of “learning by doing” students will integrate and apply the tools, techniques and experiences garnered over the course of the program into a culminating project.
STM 601 THE S&T ENDEAVOR: SCIENCE, TECHNOLOGY, SOCIETY AND THE BIOSPHERE (3)
Presents historical, contemporary and futurist perspectives on domains sciences, the role of technology in society, impacts on the natural world. Reviews the connectivity between economics, science and technology, and prosperity.
STM 602 DATA VISUALIZATION AND ANALYTICS FOR INNOVATION AND BUSINESS DEVELOPMENT (3)
Presents R and Python-based basic data analytics, reviews statistical underpinnings of data presentation and interpretation. Familiarizes students with the data science lifecycle, and explore the use of data to support all aspects of business development. Includes project-based work on data sets from sectors of particular interest to students’ career pathways.
STM 603 REGULATORY AND LEGAL ENVIRONMENT FOR S&T (3)
Intellectual property protection, regulatory and legal frameworks for entrepreneurship and start-ups are reviewed. The ecosystem of enabling organizations and initiative for start-ups are presented and case studies will develop real-world connections to this infrastructure for students.
STM 604 TECHNOLOGY COMMERCIALIZATION (3)
The process of technology commercialization ideation to tech transfer will be reviewed in stages and as a continuum. Processes and decision-making paradigms appropriate to each stage will be reviewed and students will develop a commercialization strategy for their own project or a client-directed use case.