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

Curriculum

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: 2
Faculty: Maribeth Kuenzi

Credits: 2
Faculty: Maribeth Kuenzi

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: 2
Faculty: Ed Fox

Credits: 2
Faculty: Ed Fox

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
Faculty: Susan Riffe

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
Faculty: David Jacobson

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
Faculty: Michael Davis

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: 2
Faculty: William Dillon

Credits: 2
Faculty: William Dillon

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
Faculty: James Linck

Term 4

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
Faculty: Amar Gande

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
Faculty: John Semple

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
Faculty: TBD

Term 5

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
Faculty: Robin Pinkley

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
Faculty: Gauri Bhat

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
Faculty: David Jacobson

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
Faculty: Gordon Walker

Term 6

The course focuses on the strategic marketing choices made by top management that have a significant influence on an organization’s performance and competitive success. These choices include selecting markets in which to compete, defining and choosing which customer needs to address, developing meaningfully distinct offerings and programs, deciding on how to access a market, and addressing issues of timing and pace of strategy execution. The pedagogy for this course consists of class discussion on key strategic issues, as well as case analysis that describes classic marketing situations faced by top management in a variety of industries.

Credits: 3
Faculty: TBD

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
Faculty: Miguel Quinones

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
Faculty: James Linck

Term 7

Credits: 3
Faculty: TBD

Immersion

There are two required in-person immersion sessions for the OMBA, one domestic and one international. Immersions consist of four days of corporate engagement with a variety of companies at different stages of growth. The first OMBA immersion will take place in December 2019 in London.

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