The MBA Curriculum

Harness the rigor, energy, and collaboration of our on-campus MBA coursework from wherever life takes you

Experience an exceptional online curriculum with experiential learning integrated into each course. Through weekly 90-minute live class sessions, you’ll cover critical business topics that prepare you to lead in a constantly changing world.

Curriculum Overview

Online MBA - Experienced Track

Fall

Term 1Term 2Term 3Term 4Term 5Term 6Term 7
FallSpringSummerFallSpringSummerFall
Managing and Leading PeopleFinancial AccountingFundamentals of MarketingDigital MarketingApplied Corporate FinanceMaster Negotiation*Entrepreneurship / Consulting Project
Data Analysis ILegal Environment of Business*Fundamentals of FinanceGlobal Business Strategy*Data Analytics II*Executive Leadership*
Micro/Macro EconomicsStrategic Cost Analysis*Global Supply Chain*Merger & Acquisitions*
Strategic Management*

52 credit hours, including two immersions (2 credit hours each)
Each term is 14 weeks long
Most courses meet live 1x per week for 90 minutes each

*All 2-credit hour courses meet 7 times

Curriculum Highlight: Immersion Experiences

A key component to the Online MBA curriculum at SMU Cox is the domestic and international immersions. You will participate in at least two in-person immersions, offered in domestic and international locations. These immersions include four days of engagement with corporate executives, faculty, and student peers. You will explore and apply leadership skills and analytical knowledge and lead real-world consulting projects managed in the local market. Please note due to COVID-19, immersions are currently remote, but will be in person once safety can be assured.

Learn More About Immersions

Online MBA Curriculum and Courses

Term 1

This course has been designed to cater to the vast majority of you who have spent the early part of your career as individual contributors in your respective organizations. You have probably been praised and rewarded for your technical skills and individual performance. However, sooner or later you will be (or have been) promoted to a position where you are in charge of others and your results depend on their performance. Success in managing others requires you to understand the subtle (and not so subtle) dynamics of human behavior that lead to commitment, motivation, performance, and ultimately, results. This course introduces you to some of the concepts and skills you need to master in order to become an effective manager and leader in your organization. By deriving principles and frameworks based on scientific evidence from the field of organizational behavior, this course will expose you to contemporary management thinking with an emphasis on driving results.

Credits: 4

This course is intended to develop a fundamental understanding of data and its applications to business. The best way to do this is to focus on solving problems. In most cases, solving problems involves (1) recognizing which statistical methodology to use and (2) applying the methodology. There are two objectives for this course: (1) for you to become comfortable with statistical methods for analyzing data; and (2) for you learn how to use statistics to help make better business decisions. These goals will be achieved by discussing/solving problems in class and by having you work similar problems for homework. You will find many of the courses you take during the MBA program use and build on the statistical techniques covered in this class.

Credits: 4

Term 2

This course introduces students to the fundamentals of preparing and understanding financial statements targeted to external users. It provides an in-depth coverage of how individual asset, liability, and equity accounts are measured and recognized in the financial statements.

Credits: 3

Legal Environment of Business (LEB) provides a managerially relevant platform that (1) embeds legal considerations into mainstream managerial and entrepreneurial strategic development and decision making, (2) identifies a variety of legal tools entrepreneurs and mangers can use to manage the firm more effectively during different phases of business development and the business lifecycle, and (3) provides opportunities for students to develop the ability to exercise informed judgement when managing the legal aspects of business.

Credits: 2

The first half of the course examines the basic principles behind the operating and pricing decisions of firms in a market economy. Methods of marginal analysis and optimization are applied as a guide to the business decision-making process. Topics include supply, demand, and market equilibrium, competition, industrial concentration, government regulation, optimal pricing strategies, and economic efficiency. The second half of the course focuses on things such as real output, inflation rates, employment, and interest rates and helps students better understand the macroeconomic environment influencing business. Students learn how to interpret macroeconomic indices and explore models that attempt to formulate a unified framework for understanding the macroeconomy. Special attention is given to international economics and current macroeconomic events.

Credits: 3

Term 3

Introduces common marketing problems encountered by marketing managers and general managers. Emphasizes the analysis and development of the organization’s marketing policy, strategy, and tactics, with a global perspective of business. Students develop a disciplined process for addressing marketing issues and challenges.

Credits: 4

An examination of topics in finance and investments. Focuses on corporate investment and financing decisions. Examines corporate investment criteria and cash flow estimation, cost of capital and project risk, and capital structure decisions.

Credits: 3

Term 4

This class will dive deep into the fast-changing world of digital marketing & advertising. As of 2018, in the United States, digital marketing & advertising accounts for more than half of the $200 billion advertising market, and is taking more share quarterly. Marketing is becoming digital marketing. In this course, we will explore this trend historically and also focus on what’s happening with digital marketing today, as we review why the shift is occurring. From a Chief Marketing Officer’s vantage, we will review channels and platforms, from Google to Facebook and beyond.

Credits: 3

Focuses on two field experiences abroad and gives students the opportunity to meet with local business and government leaders; to visit manufacturing facilities; and to understand the dynamics of global business, including the impact of cultural social customs. Helps students gain a perspective on the opportunities and challenges of conducting business in the global economy.

Credits: 2

Demonstrates techniques for maximizing shareholder value by correctly assessing the financial outcomes of commonly recurring types of operating decisions. Techniques for identifying alternatives, assessing relevant costs, and choosing a course of action are illustrated with case studies involving decisions on pricing (including special order and private label pricing), production alternatives (including make or buy), and allocation of care resources. Topics include cost behavior, cost-volume-profit relations, cost system design and interpretation (including the use of actual costs and standard costs), and identifying the costs and revenues relevant to decisions. The course will probably have a case orientation.

Credits: 2

Term 5

Examines the practical application of concepts and tools introduced in earlier finance and accounting courses. Develops the financial knowledge and capabilities that leaders require to successfully guide their organizations through investment, financing, and operational decisions. The primary learning framework is based on case studies of real and simulated business situations. Students become very familiar with spreadsheet analysis, cash flow projections, valuation tools and techniques, capital structuring alternatives, and available sources of capital employed in growing a successful business.

Credits: 3

An introduction to some of the decision-modeling techniques available for analyzing business problems. Discusses various modeling techniques, including nonlinear programming (optimization), linear programming, integer programming, and simulation. Involves building models for some of the following: monitoring mutual fund managers, managing portfolios, benchmarking organizations, redesigning distribution networks, scoring credit, purchasing subassemblies, stocking retail inventory, and processing checks.

Credits: 2

The fields of operations management and information technology and the fundamental concepts and techniques necessary for obtaining world-class performance in these areas. Reviews operations management topics and introduces the way information technology is being used to re-engineer and dramatically improve business processes. Also, analyzes the strategic use of information technology, reviewing such related topics as electronic commerce and knowledge.

Credits: 2

Term 6

Helps each student develop into a better negotiator. Uses highly interactive classroom dialogue, simulated and real-world negotiations, reading, and reporting on a self-selected negotiation book. Covers how to identify and prepare for various styles of negotiations, along with strategies, tactics, and counter tactics used to accomplish negotiation objectives. Analyzes international, cultural, and gender differences on negotiations, as well the differences in individual and multimember negotiations. Includes opportunities for students to experience these differences. Also, discusses ethical issues arising during negotiations and the use of representatives and mediation to achieve desired negotiation results.

Credits: 2

A study of leadership that promotes an academic and practical understanding of the subject. Discusses the similarities and differences between effective management and leadership. Students explore and work on improving basic interpersonal skills related to leadership effectiveness. Investigates thoroughly leadership effectiveness from at least three angles: personal leadership, interpersonal leadership, and organizational leadership. Provides detailed feedback into how others view the student’s leadership skills. Promotes the insight required to effectively write a meaningful personal leadership development plan and help develop a personal leadership point of view.

Credits: 2

Examines the full cycle of acquisition transactions, from the economic rationale of the proposed deal to valuation, structuring, price negotiation, and pre- and post-transaction integration. Students determine how appropriate acquisition strategies and structure can create value for buying and selling shareholders. The case-based course gives students a greater understanding of the M&A process between companies so they will be in a position to contribute as part of a buy or sell side team, integration team, or advisory group.

Credits: 2

This course examines the fundamental concepts of strategy of the firm as they are applied in domestic and global markets. Topics include business strategy, industry analysis, vertical integration, strategy execution, and diversification.

Credits: 2

Term 7

Students will bring together their learnings in this capstone project to learn how to complex problem solving methodology. The first half of the course will be building problem solving skills and strategic frameworks. In the second half of the course, students will partner with corporations, non-profits and other global organizations to solve their most challenging problems in a consulting capacity.

Credits: 3

Online MBA - Experienced Track

Spring

Term 1Term 2Term 3Term 4Term 5Term 6Term 7
SpringSummerFallSpringSummerFallSpring
Managing and Leading PeopleFinancial AccountingFundamentals of MarketingDigital MarketingApplied Corporate FinanceMaster Negotiation*Entrepreneurship / Consulting Project
Data Analysis ILegal Environment of Business*Fundamentals of FinanceGlobal Business Strategy*Data Analytics II*Executive Leadership*
Micro/Macro EconomicsStrategic Cost Analysis*Global Supply Chain*Merger & Acquisitions*
Strategic Management*

52 credit hours, including two immersions (2 credit hours each)
Each term is 14 weeks long
Most courses meet live 1x per week for 90 minutes each

*All 2-credit hour courses meet 7 times

Curriculum Highlight: Immersion Experiences

A key component to the Online MBA curriculum at SMU Cox is the domestic and international immersions. You will participate in at least two in-person immersions, offered in domestic and international locations. These immersions include four days of engagement with corporate executives, faculty, and student peers. You will explore and apply leadership skills and analytical knowledge and lead real-world consulting projects managed in the local market.

Learn More About Immersions

Online MBA Curriculum and Courses

Term 1

This course has been designed to cater to the vast majority of you who have spent the early part of your career as individual contributors in your respective organizations. You have probably been praised and rewarded for your technical skills and individual performance. However, sooner or later you will be (or have been) promoted to a position where you are in charge of others and your results depend on their performance. Success in managing others requires you to understand the subtle (and not so subtle) dynamics of human behavior that lead to commitment, motivation, performance, and ultimately, results. This course introduces you to some of the concepts and skills you need to master in order to become an effective manager and leader in your organization. By deriving principles and frameworks based on scientific evidence from the field of organizational behavior, this course will expose you to contemporary management thinking with an emphasis on driving results.

Credits: 4

This course is intended to develop a fundamental understanding of data and its applications to business. The best way to do this is to focus on solving problems. In most cases, solving problems involves (1) recognizing which statistical methodology to use and (2) applying the methodology. There are two objectives for this course: (1) for you to become comfortable with statistical methods for analyzing data; and (2) for you learn how to use statistics to help make better business decisions. These goals will be achieved by discussing/solving problems in class and by having you work similar problems for homework. You will find many of the courses you take during the MBA program use and build on the statistical techniques covered in this class.

Credits: 4

Term 2

This course introduces students to the fundamentals of preparing and understanding financial statements targeted to external users. It provides an in-depth coverage of how individual asset, liability, and equity accounts are measured and recognized in the financial statements.

Credits: 3

Legal Environment of Business (LEB) provides a managerially relevant platform that (1) embeds legal considerations into mainstream managerial and entrepreneurial strategic development and decision making, (2) identifies a variety of legal tools entrepreneurs and mangers can use to manage the firm more effectively during different phases of business development and the business lifecycle, and (3) provides opportunities for students to develop the ability to exercise informed judgement when managing the legal aspects of business.

Credits: 2

The first half of the course examines the basic principles behind the operating and pricing decisions of firms in a market economy. Methods of marginal analysis and optimization are applied as a guide to the business decision-making process. Topics include supply, demand, and market equilibrium, competition, industrial concentration, government regulation, optimal pricing strategies, and economic efficiency. The second half of the course focuses on things such as real output, inflation rates, employment, and interest rates and helps students better understand the macroeconomic environment influencing business. Students learn how to interpret macroeconomic indices and explore models that attempt to formulate a unified framework for understanding the macroeconomy. Special attention is given to international economics and current macroeconomic events.

Credits: 3

Term 3

Introduces common marketing problems encountered by marketing managers and general managers. Emphasizes the analysis and development of the organization’s marketing policy, strategy, and tactics, with a global perspective of business. Students develop a disciplined process for addressing marketing issues and challenges.

Credits: 4

An examination of topics in finance and investments. Focuses on corporate investment and financing decisions. Examines corporate investment criteria and cash flow estimation, cost of capital and project risk, and capital structure decisions.

Credits: 3

Term 4

This class will dive deep into the fast-changing world of digital marketing & advertising. As of 2018, in the United States, digital marketing & advertising accounts for more than half of the $200 billion advertising market, and is taking more share quarterly. Marketing is becoming digital marketing. In this course, we will explore this trend historically and also focus on what’s happening with digital marketing today, as we review why the shift is occurring. From a Chief Marketing Officer’s vantage, we will review channels and platforms, from Google to Facebook and beyond.

Credits: 3

Focuses on two field experiences abroad and gives students the opportunity to meet with local business and government leaders; to visit manufacturing facilities; and to understand the dynamics of global business, including the impact of cultural social customs. Helps students gain a perspective on the opportunities and challenges of conducting business in the global economy.

Credits: 2

Demonstrates techniques for maximizing shareholder value by correctly assessing the financial outcomes of commonly recurring types of operating decisions. Techniques for identifying alternatives, assessing relevant costs, and choosing a course of action are illustrated with case studies involving decisions on pricing (including special order and private label pricing), production alternatives (including make or buy), and allocation of care resources. Topics include cost behavior, cost-volume-profit relations, cost system design and interpretation (including the use of actual costs and standard costs), and identifying the costs and revenues relevant to decisions. The course will probably have a case orientation.

Credits: 2

Term 5

Examines the practical application of concepts and tools introduced in earlier finance and accounting courses. Develops the financial knowledge and capabilities that leaders require to successfully guide their organizations through investment, financing, and operational decisions. The primary learning framework is based on case studies of real and simulated business situations. Students become very familiar with spreadsheet analysis, cash flow projections, valuation tools and techniques, capital structuring alternatives, and available sources of capital employed in growing a successful business.

Credits: 3

An introduction to some of the decision-modeling techniques available for analyzing business problems. Discusses various modeling techniques, including nonlinear programming (optimization), linear programming, integer programming, and simulation. Involves building models for some of the following: monitoring mutual fund managers, managing portfolios, benchmarking organizations, redesigning distribution networks, scoring credit, purchasing subassemblies, stocking retail inventory, and processing checks.

Credits: 2

The fields of operations management and information technology and the fundamental concepts and techniques necessary for obtaining world-class performance in these areas. Reviews operations management topics and introduces the way information technology is being used to re-engineer and dramatically improve business processes. Also, analyzes the strategic use of information technology, reviewing such related topics as electronic commerce and knowledge.

Credits: 2

Term 6

Helps each student develop into a better negotiator. Uses highly interactive classroom dialogue, simulated and real-world negotiations, reading, and reporting on a self-selected negotiation book. Covers how to identify and prepare for various styles of negotiations, along with strategies, tactics, and counter tactics used to accomplish negotiation objectives. Analyzes international, cultural, and gender differences on negotiations, as well the differences in individual and multimember negotiations. Includes opportunities for students to experience these differences. Also, discusses ethical issues arising during negotiations and the use of representatives and mediation to achieve desired negotiation results.

Credits: 2

A study of leadership that promotes an academic and practical understanding of the subject. Discusses the similarities and differences between effective management and leadership. Students explore and work on improving basic interpersonal skills related to leadership effectiveness. Investigates thoroughly leadership effectiveness from at least three angles: personal leadership, interpersonal leadership, and organizational leadership. Provides detailed feedback into how others view the student’s leadership skills. Promotes the insight required to effectively write a meaningful personal leadership development plan and help develop a personal leadership point of view.

Credits: 2

Examines the full cycle of acquisition transactions, from the economic rationale of the proposed deal to valuation, structuring, price negotiation, and pre- and post-transaction integration. Students determine how appropriate acquisition strategies and structure can create value for buying and selling shareholders. The case-based course gives students a greater understanding of the M&A process between companies so they will be in a position to contribute as part of a buy or sell side team, integration team, or advisory group.

Credits: 2

This course examines the fundamental concepts of strategy of the firm as they are applied in domestic and global markets. Topics include business strategy, industry analysis, vertical integration, strategy execution, and diversification.

Credits: 2

Term 7

Students will bring together their learnings in this capstone project to learn how to complex problem solving methodology. The first half of the course will be building problem solving skills and strategic frameworks. In the second half of the course, students will partner with corporations, non-profits and other global organizations to solve their most challenging problems in a consulting capacity.

Credits: 3

Online MBA - Experienced Track

Spring

Term 1Term 2Term 3Term 4Term 5Term 6Term 7
SummerFallSpringSummerFallSpringSummer
Managing and Leading PeopleFinancial AccountingFundamentals of MarketingDigital MarketingApplied Corporate FinanceMaster Negotiation*Entrepreneurship / Consulting Project
Data Analysis ILegal Environment of Business*Fundamentals of FinanceGlobal Business Strategy*Data Analytics II*Executive Leadership*
Micro/Macro EconomicsStrategic Cost Analysis*Global Supply Chain*Merger & Acquisitions*
Strategic Management*

52 credit hours, including two immersions (2 credit hours each)
Each term is 14 weeks long
Most courses meet live 1x per week for 90 minutes each

*All 2-credit hour courses meet 7 times

Curriculum Highlight: Immersion Experiences

A key component to the Online MBA curriculum at SMU Cox is the domestic and international immersions. You will participate in at least two in-person immersions, offered in domestic and international locations. These immersions include four days of engagement with corporate executives, faculty, and student peers. You will explore and apply leadership skills and analytical knowledge and lead real-world consulting projects managed in the local market.

Learn More About Immersions

Online MBA Curriculum and Courses

Term 1

This course has been designed to cater to the vast majority of you who have spent the early part of your career as individual contributors in your respective organizations. You have probably been praised and rewarded for your technical skills and individual performance. However, sooner or later you will be (or have been) promoted to a position where you are in charge of others and your results depend on their performance. Success in managing others requires you to understand the subtle (and not so subtle) dynamics of human behavior that lead to commitment, motivation, performance, and ultimately, results. This course introduces you to some of the concepts and skills you need to master in order to become an effective manager and leader in your organization. By deriving principles and frameworks based on scientific evidence from the field of organizational behavior, this course will expose you to contemporary management thinking with an emphasis on driving results.

Credits: 4

This course is intended to develop a fundamental understanding of data and its applications to business. The best way to do this is to focus on solving problems. In most cases, solving problems involves (1) recognizing which statistical methodology to use and (2) applying the methodology. There are two objectives for this course: (1) for you to become comfortable with statistical methods for analyzing data; and (2) for you learn how to use statistics to help make better business decisions. These goals will be achieved by discussing/solving problems in class and by having you work similar problems for homework. You will find many of the courses you take during the MBA program use and build on the statistical techniques covered in this class.

Credits: 4

Term 2

This course introduces students to the fundamentals of preparing and understanding financial statements targeted to external users. It provides an in-depth coverage of how individual asset, liability, and equity accounts are measured and recognized in the financial statements.

Credits: 3

Legal Environment of Business (LEB) provides a managerially relevant platform that (1) embeds legal considerations into mainstream managerial and entrepreneurial strategic development and decision making, (2) identifies a variety of legal tools entrepreneurs and mangers can use to manage the firm more effectively during different phases of business development and the business lifecycle, and (3) provides opportunities for students to develop the ability to exercise informed judgement when managing the legal aspects of business.

Credits: 2

The first half of the course examines the basic principles behind the operating and pricing decisions of firms in a market economy. Methods of marginal analysis and optimization are applied as a guide to the business decision-making process. Topics include supply, demand, and market equilibrium, competition, industrial concentration, government regulation, optimal pricing strategies, and economic efficiency. The second half of the course focuses on things such as real output, inflation rates, employment, and interest rates and helps students better understand the macroeconomic environment influencing business. Students learn how to interpret macroeconomic indices and explore models that attempt to formulate a unified framework for understanding the macroeconomy. Special attention is given to international economics and current macroeconomic events.

Credits: 3

Term 3

Introduces common marketing problems encountered by marketing managers and general managers. Emphasizes the analysis and development of the organization’s marketing policy, strategy, and tactics, with a global perspective of business. Students develop a disciplined process for addressing marketing issues and challenges.

Credits: 4

An examination of topics in finance and investments. Focuses on corporate investment and financing decisions. Examines corporate investment criteria and cash flow estimation, cost of capital and project risk, and capital structure decisions.

Credits: 3

Term 4

This class will dive deep into the fast-changing world of digital marketing & advertising. As of 2018, in the United States, digital marketing & advertising accounts for more than half of the $200 billion advertising market, and is taking more share quarterly. Marketing is becoming digital marketing. In this course, we will explore this trend historically and also focus on what’s happening with digital marketing today, as we review why the shift is occurring. From a Chief Marketing Officer’s vantage, we will review channels and platforms, from Google to Facebook and beyond.

Credits: 3

Focuses on two field experiences abroad and gives students the opportunity to meet with local business and government leaders; to visit manufacturing facilities; and to understand the dynamics of global business, including the impact of cultural social customs. Helps students gain a perspective on the opportunities and challenges of conducting business in the global economy.

Credits: 2

Demonstrates techniques for maximizing shareholder value by correctly assessing the financial outcomes of commonly recurring types of operating decisions. Techniques for identifying alternatives, assessing relevant costs, and choosing a course of action are illustrated with case studies involving decisions on pricing (including special order and private label pricing), production alternatives (including make or buy), and allocation of care resources. Topics include cost behavior, cost-volume-profit relations, cost system design and interpretation (including the use of actual costs and standard costs), and identifying the costs and revenues relevant to decisions. The course will probably have a case orientation.

Credits: 2

Term 5

Examines the practical application of concepts and tools introduced in earlier finance and accounting courses. Develops the financial knowledge and capabilities that leaders require to successfully guide their organizations through investment, financing, and operational decisions. The primary learning framework is based on case studies of real and simulated business situations. Students become very familiar with spreadsheet analysis, cash flow projections, valuation tools and techniques, capital structuring alternatives, and available sources of capital employed in growing a successful business.

Credits: 3

An introduction to some of the decision-modeling techniques available for analyzing business problems. Discusses various modeling techniques, including nonlinear programming (optimization), linear programming, integer programming, and simulation. Involves building models for some of the following: monitoring mutual fund managers, managing portfolios, benchmarking organizations, redesigning distribution networks, scoring credit, purchasing subassemblies, stocking retail inventory, and processing checks.

Credits: 2

The fields of operations management and information technology and the fundamental concepts and techniques necessary for obtaining world-class performance in these areas. Reviews operations management topics and introduces the way information technology is being used to re-engineer and dramatically improve business processes. Also, analyzes the strategic use of information technology, reviewing such related topics as electronic commerce and knowledge.

Credits: 2

Term 6

Helps each student develop into a better negotiator. Uses highly interactive classroom dialogue, simulated and real-world negotiations, reading, and reporting on a self-selected negotiation book. Covers how to identify and prepare for various styles of negotiations, along with strategies, tactics, and counter tactics used to accomplish negotiation objectives. Analyzes international, cultural, and gender differences on negotiations, as well the differences in individual and multimember negotiations. Includes opportunities for students to experience these differences. Also, discusses ethical issues arising during negotiations and the use of representatives and mediation to achieve desired negotiation results.

Credits: 2

A study of leadership that promotes an academic and practical understanding of the subject. Discusses the similarities and differences between effective management and leadership. Students explore and work on improving basic interpersonal skills related to leadership effectiveness. Investigates thoroughly leadership effectiveness from at least three angles: personal leadership, interpersonal leadership, and organizational leadership. Provides detailed feedback into how others view the student’s leadership skills. Promotes the insight required to effectively write a meaningful personal leadership development plan and help develop a personal leadership point of view.

Credits: 2

Examines the full cycle of acquisition transactions, from the economic rationale of the proposed deal to valuation, structuring, price negotiation, and pre- and post-transaction integration. Students determine how appropriate acquisition strategies and structure can create value for buying and selling shareholders. The case-based course gives students a greater understanding of the M&A process between companies so they will be in a position to contribute as part of a buy or sell side team, integration team, or advisory group.

Credits: 2

This course examines the fundamental concepts of strategy of the firm as they are applied in domestic and global markets. Topics include business strategy, industry analysis, vertical integration, strategy execution, and diversification.

Credits: 2

Term 7

Students will bring together their learnings in this capstone project to learn how to complex problem solving methodology. The first half of the course will be building problem solving skills and strategic frameworks. In the second half of the course, students will partner with corporations, non-profits and other global organizations to solve their most challenging problems in a consulting capacity.

Credits: 3

MBA Direct - Early Career Track

Fall

Term 1Term 2Term 3Term 4Term 5Term 6Term 7Term 8
FallSpringSummerFallSpringSummerFallSpring
Managing and Leading PeopleFinancial AccountingFundamentals of FinanceFundamentals of MarketingApplied Corporate FinanceManaging Your Career*Global ImmersionElective*
Data Analysis IMicro/Macro EconomicsStrategic Cost Analysis*Data Analytics II*Strategic Management*Elective*Elective*Elective*
Legal Environment of Business*Global Supply Chain*Business Communication*Elective*Elective*Elective*

53 credit hours, including one immersion (2 credit hours)
Each term is 14 weeks long
Most courses meet live 1x per week for 90 minutes each

*All 2-credit hour courses meet 7 times

Curriculum Highlight: Immersion Experiences

A key component to the MBA Direct curriculum at SMU Cox is a domestic or international immersion. You will participate in one in-person immersion, offered in domestic and international locations. This immersion includes four days of engagement with corporate executives, faculty, and student peers. You will explore and apply leadership skills and analytical knowledge and lead real-world consulting projects managed in the local market.

Learn More About Immersions

MBA Direct Curriculum & Courses

Term 1

This course has been designed to cater to the vast majority of you who have spent the early part of your career as individual contributors in your respective organizations. You have probably been praised and rewarded for your technical skills and individual performance. However, sooner or later you will be (or have been) promoted to a position where you are in charge of others and your results depend on their performance. Success in managing others requires you to understand the subtle (and not so subtle) dynamics of human behavior that lead to commitment, motivation, performance, and ultimately, results. This course introduces you to some of the concepts and skills you need to master in order to become an effective manager and leader in your organization. By deriving principles and frameworks based on scientific evidence from the field of organizational behavior, this course will expose you to contemporary management thinking with an emphasis on driving results.

Credits: 4

This course is intended to develop a fundamental understanding of data and its applications to business. The best way to do this is to focus on solving problems. In most cases, solving problems involves (1) recognizing which statistical methodology to use and (2) applying the methodology. There are two objectives for this course: (1) for you to become comfortable with statistical methods for analyzing data; and (2) for you learn how to use statistics to help make better business decisions. These goals will be achieved by discussing/solving problems in class and by having you work similar problems for homework. You will find many of the courses you take during the MBA program use and build on the statistical techniques covered in this class.

Credits: 4

Term 2

This course introduces students to the fundamentals of preparing and understanding financial statements targeted to external users. It provides an in-depth coverage of how individual asset, liability, and equity accounts are measured and recognized in the financial statements.

Credits: 3

The first half of the course examines the basic principles behind the operating and pricing decisions of firms in a market economy. Methods of marginal analysis and optimization are applied as a guide to the business decision-making process. Topics include supply, demand, and market equilibrium, competition, industrial concentration, government regulation, optimal pricing strategies, and economic efficiency. The second half of the course focuses on things such as real output, inflation rates, employment, and interest rates and helps students better understand the macroeconomic environment influencing business. Students learn how to interpret macroeconomic indices and explore models that attempt to formulate a unified framework for understanding the macroeconomy. Special attention is given to international economics and current macroeconomic events.

Credits: 3

Term 3

An examination of topics in finance and investments. Focuses on corporate investment and financing decisions. Examines corporate investment criteria and cash flow estimation, cost of capital and project risk, and capital structure decisions.

Credits: 3

Demonstrates techniques for maximizing shareholder value by correctly assessing the financial outcomes of commonly recurring types of operating decisions. Techniques for identifying alternatives, assessing relevant costs, and choosing a course of action are illustrated with case studies involving decisions on pricing (including special order and private label pricing), production alternatives (including make or buy), and allocation of care resources. Topics include cost behavior, cost-volume-profit relations, cost system design and interpretation (including the use of actual costs and standard costs), and identifying the costs and revenues relevant to decisions. The course will probably have a case orientation.

Credits: 2

Legal Environment of Business (LEB) provides a managerially relevant platform that (1) embeds legal considerations into mainstream managerial and entrepreneurial strategic development and decision making, (2) identifies a variety of legal tools entrepreneurs and mangers can use to manage the firm more effectively during different phases of business development and the business lifecycle, and (3) provides opportunities for students to develop the ability to exercise informed judgement when managing the legal aspects of business.

Credits: 2

Term 4

Introduces common marketing problems encountered by marketing managers and general managers. Emphasizes the analysis and development of the organization’s marketing policy, strategy, and tactics, with a global perspective of business. Students develop a disciplined process for addressing marketing issues and challenges.

Credits: 4

An introduction to some of the decision-modeling techniques available for analyzing business problems. Discusses various modeling techniques, including nonlinear programming (optimization), linear programming, integer programming, and simulation. Involves building models for some of the following: monitoring mutual fund managers, managing portfolios, benchmarking organizations, redesigning distribution networks, scoring credit, purchasing subassemblies, stocking retail inventory, and processing checks.

Credits: 2

The fields of operations management and information technology and the fundamental concepts and techniques necessary for obtaining world-class performance in these areas. Reviews operations management topics and introduces the way information technology is being used to re-engineer and dramatically improve business processes. Also, analyzes the strategic use of information technology, reviewing such related topics as electronic commerce and knowledge.

Credits: 2

Term 5

Examines the practical application of concepts and tools introduced in earlier finance and accounting courses. Develops the financial knowledge and capabilities that leaders require to successfully guide their organizations through investment, financing, and operational decisions. The primary learning framework is based on case studies of real and simulated business situations. Students become very familiar with spreadsheet analysis, cash flow projections, valuation tools and techniques, capital structuring alternatives, and available sources of capital employed in growing a successful business.

Credits: 3

This course examines the fundamental concepts of strategy of the firm as they are applied in domestic and global markets. Topics include business strategy, industry analysis, vertical integration, strategy execution, and diversification.

Credits: 2

Term 6

Term 7

Term 8

MBA Direct - Early Career Track

Spring

Term 1Term 2Term 3Term 4Term 5Term 6Term 7Term 8
SpringSummerFallSpringSummerFallSpringSummer
Managing and Leading PeopleFinancial AccountingFundamentals of FinanceFundamentals of MarketingApplied Corporate FinanceManaging Your Career*Global ImmersionElective*
Data Analysis IMicro/Macro EconomicsStrategic Cost Analysis*Data Analytics II*Strategic Management*Elective*Elective*Elective*
Legal Environment of Business*Global Supply Chain*Business Communication*Elective*Elective*Elective*

53 credit hours, including one immersion (2 credit hours)
Each term is 14 weeks long
Most courses meet live 1x per week for 90 minutes each

*All 2-credit hour courses meet 7 times

Curriculum Highlight: Immersion Experiences

A key component to the MBA Direct curriculum at SMU Cox is a domestic or international immersion. You will participate in one in-person immersion, offered in domestic and international locations. This immersion includes four days of engagement with corporate executives, faculty, and student peers. You will explore and apply leadership skills and analytical knowledge and lead real-world consulting projects managed in the local market.

Learn More About Immersions

MBA Direct Curriculum & Courses

Term 1

This course has been designed to cater to the vast majority of you who have spent the early part of your career as individual contributors in your respective organizations. You have probably been praised and rewarded for your technical skills and individual performance. However, sooner or later you will be (or have been) promoted to a position where you are in charge of others and your results depend on their performance. Success in managing others requires you to understand the subtle (and not so subtle) dynamics of human behavior that lead to commitment, motivation, performance, and ultimately, results. This course introduces you to some of the concepts and skills you need to master in order to become an effective manager and leader in your organization. By deriving principles and frameworks based on scientific evidence from the field of organizational behavior, this course will expose you to contemporary management thinking with an emphasis on driving results.

Credits: 4

This course is intended to develop a fundamental understanding of data and its applications to business. The best way to do this is to focus on solving problems. In most cases, solving problems involves (1) recognizing which statistical methodology to use and (2) applying the methodology. There are two objectives for this course: (1) for you to become comfortable with statistical methods for analyzing data; and (2) for you learn how to use statistics to help make better business decisions. These goals will be achieved by discussing/solving problems in class and by having you work similar problems for homework. You will find many of the courses you take during the MBA program use and build on the statistical techniques covered in this class.

Credits: 4

Term 2

This course introduces students to the fundamentals of preparing and understanding financial statements targeted to external users. It provides an in-depth coverage of how individual asset, liability, and equity accounts are measured and recognized in the financial statements.

Credits: 3

The first half of the course examines the basic principles behind the operating and pricing decisions of firms in a market economy. Methods of marginal analysis and optimization are applied as a guide to the business decision-making process. Topics include supply, demand, and market equilibrium, competition, industrial concentration, government regulation, optimal pricing strategies, and economic efficiency. The second half of the course focuses on things such as real output, inflation rates, employment, and interest rates and helps students better understand the macroeconomic environment influencing business. Students learn how to interpret macroeconomic indices and explore models that attempt to formulate a unified framework for understanding the macroeconomy. Special attention is given to international economics and current macroeconomic events.

Credits: 3

Term 3

An examination of topics in finance and investments. Focuses on corporate investment and financing decisions. Examines corporate investment criteria and cash flow estimation, cost of capital and project risk, and capital structure decisions.

Credits: 3

Demonstrates techniques for maximizing shareholder value by correctly assessing the financial outcomes of commonly recurring types of operating decisions. Techniques for identifying alternatives, assessing relevant costs, and choosing a course of action are illustrated with case studies involving decisions on pricing (including special order and private label pricing), production alternatives (including make or buy), and allocation of care resources. Topics include cost behavior, cost-volume-profit relations, cost system design and interpretation (including the use of actual costs and standard costs), and identifying the costs and revenues relevant to decisions. The course will probably have a case orientation.

Credits: 2

Legal Environment of Business (LEB) provides a managerially relevant platform that (1) embeds legal considerations into mainstream managerial and entrepreneurial strategic development and decision making, (2) identifies a variety of legal tools entrepreneurs and mangers can use to manage the firm more effectively during different phases of business development and the business lifecycle, and (3) provides opportunities for students to develop the ability to exercise informed judgement when managing the legal aspects of business.

Credits: 2

Term 4

Introduces common marketing problems encountered by marketing managers and general managers. Emphasizes the analysis and development of the organization’s marketing policy, strategy, and tactics, with a global perspective of business. Students develop a disciplined process for addressing marketing issues and challenges.

Credits: 4

An introduction to some of the decision-modeling techniques available for analyzing business problems. Discusses various modeling techniques, including nonlinear programming (optimization), linear programming, integer programming, and simulation. Involves building models for some of the following: monitoring mutual fund managers, managing portfolios, benchmarking organizations, redesigning distribution networks, scoring credit, purchasing subassemblies, stocking retail inventory, and processing checks.

Credits: 2

The fields of operations management and information technology and the fundamental concepts and techniques necessary for obtaining world-class performance in these areas. Reviews operations management topics and introduces the way information technology is being used to re-engineer and dramatically improve business processes. Also, analyzes the strategic use of information technology, reviewing such related topics as electronic commerce and knowledge.

Credits: 2

Term 5

Examines the practical application of concepts and tools introduced in earlier finance and accounting courses. Develops the financial knowledge and capabilities that leaders require to successfully guide their organizations through investment, financing, and operational decisions. The primary learning framework is based on case studies of real and simulated business situations. Students become very familiar with spreadsheet analysis, cash flow projections, valuation tools and techniques, capital structuring alternatives, and available sources of capital employed in growing a successful business.

Credits: 3

This course examines the fundamental concepts of strategy of the firm as they are applied in domestic and global markets. Topics include business strategy, industry analysis, vertical integration, strategy execution, and diversification.

Credits: 2

Term 6

Term 7

Term 8

There is no MBA Direct program option for the Summer term.

Immerse Yourself in Business Here and Abroad

No matter which Cox online program you choose, you will have an opportunity to experience global and domestic immersion trips with peers and professors. Our 4-day immersion trips are located in cities chosen for their strategic relevance to the business community, including locations such as London, Seattle, Singapore, or Peru. Over the course of an immersion, you’ll gain hands-on experience working in teams on a real-time project that will challenge you to overcome complex corporate obstacles in a fluid global market. You’ll explore leadership and analytics topics and hear from top corporate executives on their experiences. In an era of business ambiguity and flux, immersions teach MBA candidates the skills to pivot and meet today’s evolving changes and challenges.