Tool Area Courses
USF is proud that its EMBA curriculum is the both comprehensive and rigorous. The required courses provide a framework through which students learn to broaden and enrich their management skills, expand their knowledge of modern business techniques and to further their understanding of the social, political and economic forces that shape the business environment. USF EMBA students develop excellent technical skills, managerial expertise, fiscal proficiency, and an understanding of world markets.
Accounting Concepts for Managers
Introduction to the regulatory environment in which accounting exists, the accounting process, basic financial statements and the role of accounting information in the decisions of internal and external users. This course explores how capital market participants use the statements to make decisions and provides an introduction on how accounting information is generated and used by managers for planning, controlling and evaluating business performance.
Faculty: Bei Dong
The use and allocation of funds is studied in Financial Management I. Decision models and approaches are utilized in both certain and uncertain situations. A logical framework for asset management is developed and applied to problems and cases.
Faculty: Daniel Bradley
Organizational Behavior and Leadership
Examines the basic factors involved in managing organizations in a business environment. Both individual and group behavior are analyzed. Individual behavior is discussed from the perspectives of learning, perception, attitudes, personality, stress, and motivation. Social behavior and organizational processes include group formation, structure and processes, leadership, communication styles and structures, decision making, power, politics and conflict. This course represents a foundation for the ongoing sequence of management courses in this program.
Faculty: Jerry Koehler
Introduction to Economic Concepts for Managers
Introduction to economic foundations of business decision making for firms operating in domestic and foreign markets. Fundamental tools of analysis from managerial economics are developed and applied to various aspects of business decision making.
Faculty: Chris Thomas
Management Information Systems
The impact of business data and information systems on decision making, analysis and management of information resources, and the utilization of computer-aided management tools are presented. The terminology and concepts used in information technology and alternative methodologies for developing information systems are also discussed.
Faculty: Gert-Jan de Vreede
Managerial Decision Analysis
Introduction to data analytical methods including data visualization and data modeling. Starting from basic principles, the course will introduce students to tools and techniques for building regression models from data. Emphasis will be placed on real world applications and implementing these applications using state of the art statistical software.
Faculty: Wolfgang Jank
Advanced methods in data analytics. A second course in the series, it will place emphasis on advanced data mining concepts and techniques, focusing on student-led projects and discussions, and introducing students to advanced data mining software solutions.
Faculty: Wolfgang Jank
This course explores the application of marketing functions to business management. Market driven approaches are examined as they apply to industrial products and services in profit and not-for profit sectors. Students learn how to assess market opportunities and how to create marketing product/ service planning, pricing policy, communication strategy, sales strategy, distribution system management and promotion strategies.
Faculty: Timothy Heath
Operations Management and Quality Enhancement
Principles and concepts of operations management, including the foundations of quality, are presented. The study of applications concerning strategic operations planning with the goal of quality enhancement and continuous improvement, in both the service and manufacturing environments, are also discussed.
Faculty: Ronald Satterfield
Social, Legal, and Ethical Systems
This course provides an analysis of the important legal and social principles affecting the business environment and decision making. The influence of social, cultural, political, and legal environment of institutional behavior, including the changing nature of the business system is explored. The public policy process, corporate power, legitimacy and managerial autonomy, and organizational reactions to environmental forces are topics covered in this class.
Faculty: Sharon Hanna-West
Selected Topics in Investments
The Investments course explores portfolio construction, asset allocation, equity valuation, dead investments and risk management. Strong focus is placed in the investment process and investment policy.
Faculty: Delroy Hunter
Negotiation and Conflict Resolution in Organizations
This course is designed to give managers an appropriate background in negotiation and conflict resolution, particularly as applied to labor management relations. Specifically, the course provides a general background in negotiation and other conflict resolution strategies, which may be employed in organizations, and allows the student to apply this knowledge in a variety of simulation exercises and case analyses.
Faculty: Donald Addison
Rapid technological development and global competition is shrinking life cycles in almost every industry. This puts increasing pressure on businesses to identify new opportunities and rapidly develop new products and services to meet those opportunities. Strategic Entrepreneurship focuses on two key parts of innovating in this hyper competitive environment. First, students will learn several techniques to analyze and identify opportunities in a rapidly changing market place. Second, students will learn how to develop novel product and service concepts based on their opportunity analysis. Understanding and being able to apply these concepts provides students unique insight into how thrive in our rapidly changing society and economy.
Faculty: Dirk Libaers
This course is designed for Executive MBA students who are or aspire to be top executives in triple bottom line organizations. Topics include classical approaches, influence, power, traits, behaviors, contingency theories, gender, charismatic and transformational leadership. Further, it addresses the executive leadership role in the influence and development of the following organization processes: strategy, structure, management systems, motivation, decision-making, human resource policy, culture, communication, team innovation, control and change.
Faculty: Jerry Koehler
International Marketing Management
Analysis of the international marketing environment and the difference between domestic and internatonal marketing. Emphasis on preparing international market plans for a specific country.
Faculty: Sajeev Varki
Business Problems Analysis
This is the last course and serves as the capstone for the EMBA program. An integrative approach to decision-making requires aspiring executives to combine the cutting-edge concepts, principles and skills learned in the separate disciplines previously covered in the program. Case analysis and experiential methods are the primary vehicles for learning. Each team will develop, write and present a discussion case generated from interviews with executives at companies in the Tampa Bay Area. Those cases deemed worthy will be put forward for possible publication in the Muma Case Review.
Faculty: Grandon Gill
International Study Program
The Executive MBA international trip is a required component of the curriculum and is one of the memorable highlights of the program. It takes you inside individual companies and industries abroad and gives you an overview of the economic, political and cultural factors that influence business opportunities and practices globally. Following the trip, students apply the insights gained from their first year of coursework and the international trip in a written report.
Integrated Business Solutions
This course is specifically designed to strengthen the decision making capabilities for aspiring C-Suite Executives. This is the first course of the second year of the EMBA program, and students will combine and apply skills learned in the first year. Students will use discussion cases to analyze strategic and tactical business decisions related to the selection, deployment, and utilization of solutions in today's business environment. Each team will develop, write and present a discussion case generated from interviews with executives at companies in the Tampa Bay Area. Those cases deemed worthy will be put forward for possible publication in the Muma Case Review.
Faculty: Matthew Mullarkey