SBNM Courses

SBNM 5000 Executive Leadership (3 sh)

This executive leadership course is designed to develop knowledge, abilities, and skills related to strategic leadership, ethics, decision making, and organizational behavior.

SBNM 5010 Organizational Behavior and Ethics (2 sh)

This course develops an understanding of human behavior in changing organizations and the managerial awareness, tools and methods that increase effectiveness. The course explores principles and theories about individuals and groups at work, motivation and interactive drives and processes for satisfying needs, organization strategies for effectively utilizing people and creating the environment to achieve goals of people and companies. The course also examines ethical issues and the rational integration of ethical thinking and decision-making in competitive organizations. New models of teams, organization structure and organizational development practices are studied as the product of today’s transforming organizations.

SBNM 5011 Ethical Leadership and Decision-making (2 sh)

This course examines the importance of ethical leadership and Decision-making to the success of high-performance organizations. Ethical issues are examined from a variety of perspectives, analyzed utilizing multiple ethical issue typologies, and possible outcomes determined through the application of a number of decision-making formats. Frameworks for ethics and leadership are assessed and interpreted in light of the leader- ship behaviors in a number of ethically challenging situations. Finally, students will assess their own ethical leadership views and generate leadership development plans. Prerequisite: SBNM 5010

SBNM 5030 Human Resource Management (2 sh)

This course examines current theory and practice as it applies to the management of human resources within organizations. Specific focus is given on the effects of organizational mission and culture on human resource management. The processes of recruitment and selection, training and development, performance evaluation, compensation and motivation, and legal influences are examined. The course takes the viewpoint of human resource management as a key responsibility of every manager within the organization.

SBNM 5034 Human Resource Management (3 sh)

SBNM 5035 Strategic Human Resources Staffing and Planning (2 sh)

This course provides an understanding of the essential elements of human resource planning processes in organizations and the implementation of those processes within the organization’s overall staffing function. Prerequisite: SBNM 5030.

SBNM 5041 Negotiation and Influence (2 sh)

This course provides a conceptual framework in which to explore competitive and cooperative aspects of business situations and emphasizes the crucial role played by negotiations in accomplishing organizational objectives while enhancing relationships with key stakeholders. The development and use of power to influence others is covered as well as specific negotiating tactics. Students are afforded opportunities for actual negotiating experiences that will help them become better negotiators, attain improved resolutions for disputes, and reach more mutually beneficial agreements.

SBNM 5050 Diversity, Equity, and Inclusion Foundation (2 sh)

The course will cover a foundational introduction and in depth review of the socio historical context and the theoretical basis of Diversity Equity and Inclusion, (DEI). Key DEI concepts and their significance in today's world are explored. Participants will study and recognize the impact and importance of addressing discrimination, bias, microaggression, forms of exclusion, privilege, and oppression interplay with established identities and those around them. Additionally, participants will gain a better understanding of cultural sensitivity to strengthen awareness and deepen cross cultural respect of all groups.

SBNM 5051 Diversity, Equity, and Inclusion Foundation (3 sh)

SBNM 5055 Building Culturally Competent and Inclusive Organizational Culture (2 sh)

This course examines organizational behavior and culture, and how these factors may influence change management associated with culture change and DEI initiatives. Additionally, the integration of DEI programing must be strategic and aligned with organizational values, systems, and processes. The course provides a framework on how organizational DEI values are established, communicated, embraced, implemented, and evaluated. The course focuses on recognizing challenges, resistance, conflict, and explores interventions to resolve issues related to DEI. To assist in making the business case, data analytics and models of measurement to establish return on investment (ROI) are presented and discussed.

SBNM 5060 Talent Development and Retention (2 sh)

This course presents valuable tools and methods that assist with recruitment and retention of the most qualified people that are also a good fit with the organization. Exercises provide experience in selecting the right employees and in coaching and counseling for current and future performance improvement that emphasizes the capacity to provide feedback in a way that it will actually be heard. Finally, the ethics of termination will be discussed together with looking when and under what circumstances termination should occur. Additionally, this course will assist with the construction of individualized career plans for each student.

SBNM 5061 Talent Development and Retention (3 sh)

SBNM 5065 Building Equitable Organizations with Inclusive Leadership (2 sh)

This course examines how one's own identity can impact and shape one's leadership practices and ability to engage the diverse talents of all contributors. The course introduces inclusive and equity fluent leadership to address barriers, increase access, and drive change for positive impact. The course explores a range of intercultural tools and process models, which are designed to help leaders develop cultural competencies for inclusive and equity fluent leadership and offers practical strategies to cultivate a more inclusive workforce. Leading social justice, gender equality, racial and ethnic equity, sexual orientation equity, and equity for people with disabilities are discussed.

SBNM 5066 Building Equitable Organizations with Inclusive Leadership (3 sh)

SBNM 5070 Team Leadership (2 sh)

This course is based on the premise that today’s world increasingly depends upon collaboration for success. Teams are currently touted as the primary organizational unit in which the collaborative effort takes place. Students will investigate the arguments for and against teams and teamwork. Through exposure to theoretical knowledge and experiential learning technologies, the students will identify when teams are, and are not appropriate, as well as examine what is required to create a truly effective, high performing team.

SBNM 5071 Team Leadership (3 sh)

SBNM 5075 Workplace Diversity Management (2 sh)

This course covers, from a human resources management perspective, the foundation of building a workplace where all employees are respected, valued, and have equal access to employment opportunities. Strategies and best practices are presented aimed at reducing bias and emphasizing equity to build a diverse talent pipeline and lay the foundation for inclusion from recruitment to retention. The course explores allyship programs as an approach to improving an inclusive workplace culture. Different metrics and methods for measuring the effectiveness of embracing and cultivating a diverse workforce are presented.

SBNM 5076 Workplace Diversity Management (3 sh)

SBNM 5080 Civic/Community/Employer Engagement Project (2 sh)

Using the accumulated knowledge and experience acquired through the program, the participant will create a practical application by developing a sustainable DEI strategy to be implemented within their organization. The final product will be a comprehensive DEI plan that identifies the specific approaches, implementation steps, and evaluation measures that will achieve the strategic initiatives for a more diverse, inclusive, and equitable organization.

SBNM 5085 Employment Law (2 sh)

This course assists students in becoming knowledgeable about the legal principles that affect employment law in the United States. The course examines various employment laws with which organizations must comply and the legal rights and responsibilities of employees and employers.

SBNM 5090 Compensation and Benefits Administration (2 sh)

This course involves students in the application of compensation principles to organizational objectives. It includes the strategic use of compensation systems for attracting, motivating and retaining highly qualified employees. Both direct and indirect compensation are discussed in the context of organizations. The course offers an opportunity to develop competence in making informed and strategic compensation decisions. Prerequisite: SBNM 5030.

SBNM 5092 Compensation and Benefits Administration (3 sh)

SBNM 5095 Strategy and Metrics in Human Resource Management (2 sh)

This is the capstone course for the study of human resources. A final paper that integrates all human resource areas for a particular organization will be required. Quantitative as well as qualitative concepts, approaches, and techniques will be emphasized. Will include metrics for measuring outcomes and assessments as well as strategy. Prerequisite: SBNM 5010, SBNM 5011, SBNM 5030, SBNM 5035, SBNM 5040, SBNM 5060,

SBNM 5100 Accounting for Managers (3 sh)

The course is designed for managers to learn how accounting can be used in planning, decision making, control, and performance evaluation. An examination of the ethical issues encountered when making accounting decisions is undertaken throughout the course.

SBNM 5110 Financial Accounting (2 sh)

Financial accounting develops the ability to read and analyze a corporate financial statement. The course is oriented toward the user of financial accounting data and emphasizes the reconstruction of economic events from published accounting reports. It presents the accounting model, reviews accounting standards used for financial reporting, and considers their impact on managerial decisions. The role of accounting in planning, decision making, control, and performance evaluation is the managerial focus of this course. An examination of the ethical issues encountered when making accounting decisions is undertaken throughout the course. An online test of competency in financial accounting will be required as a part of the course.

SBNM 5111 Managerial Accounting (2 sh)

Managerial accounting takes an internal decision-oriented approach and examines the information requirements of various techniques and planning models. The course emphasizes the solution of particular types of problems and the structural evolution of costing systems for management planning and control. It covers accounting data used by managers for several purposes: product cost and income determination, routine short-run decision making, fundamental policy formation, and control of various activities of the organization. Stress is placed on the design of accounting systems aimed at encouraging ethical behavior consistent with top-management goals. Prerequisite: SBNM 5110.

SBNM 5120 Cost Accounting (2 sh)

A study of the theory and practice of cost accounting. The course will focus on job cost and unit cost accounting; job order and standard costing systems; variance analysis; direct and indirect costs; and budgeting. Pre-requisite: BSE 2120 or SBNM 5111.

SBNM 5121 Advanced Cost Accounting (2 sh)

Continuation of a study of the theory and practice of cost accounting. The course will focus on process costing systems; problems with cost accumulation and cost allocation; capital budgeting and cost analysis. Pre-requisite: SBNM 5120.

SBNM 5130 Corporate Tax Accounting (2 sh)

A study of tax decisions related to various business organizations, specifically Sub Chapter C and Sub Chapter S corporations. Additionally, the course addresses tax issues for partnerships, estates, and trusts. Prerequisite: BSE 2110 or SBNM 5110.

SBNM 5200 Global Macroeconomics for Managers (2 sh)

Given the ever-increasing, complex interdependency between international economies, this course is intended to give business and nonprofit organizational leaders an understanding of how to better manage operations in the context of supply, demand, competition, economic and trade policies in a global marketplace. The course will focus on macroeconomic topics such as gross domestic product, income and employment and combine them with absolute and comparative advantage theories that drive the continuous need for international trade. Global economic topics, such as the IS-LM model, cultural comparisons and foreign trade policy will help form the fluidity of both domestic and international business interactions from both diverse and Christian ethical perspectives.

SBNM 5205 Economics for Managers (3 sh)

The course evaluates the many analytical frameworks needed for managers to understand macroeconomics in the context of the global economy. The analysis of national income, output, employment, prices, and growth is combined with global trade, exchange rates, capital flows, and the actions of central banks. The determinants of economic growth, inflation and recession, aggregate supply and aggregate demand, employment and unemployment, the determination of interest rates, and the demand for and supply of money are studies. Microeconomics will be studied in terms of the basic models of allocation, market structures, production and cost, and the distribution of income.

SBNM 5212 Microeconomics for Managers (2 sh)

In this course, students explore how the economic fundamentals, such as scarcity, supply and demand, business cycles, elasticity and productivity, influence the planning and behaviors of both businesses and nonprofit organizations. Real world examples are used to apply content in professional context. Additionally, attention is paid to the ethical dilemmas and moral responsibilities that accompany managing a firm.

SBNM 5250 Healthcare Economics and Finance (2 sh)

This course addresses the economics and finance of modern healthcare organizations. It surveys the economic, social, political and ethical forces affecting the American healthcare industry and addresses the financial management required in this environment. It begins by reviewing public and private healthcare delivery and reimbursement systems, resource allocation issues, and the impact of current payer arrangements on the financial management of healthcare. Finally, financial strategies and operations will be covered and a sample financial plan for a hypothetical healthcare organization will be developed. Ethical considerations will be interwoven throughout the course.

SBNM 5300 Finance for Managers (3 sh)

This course presents the critical theoretical foundations of financial management and decision making relevant applied within contemporary business contexts. Topics will include connection to financial accounting, financial statement analysis, financial planning and analysis, time value of money principles applied to securities, projects, and firms The fiduciary responsibility and ethical challenges will be forefront, as will be the development of spreadsheet construction in Microsoft Excel. Pre-requisite: SBNM 5100 Accounting for Managers.

SBNM 5310 Managerial Finance (2 sh)

This course challenges students to prioritize and execute on their fiduciary responsibilities to first and foremost provide sufficient returns to investors. Course content includes projecting financial statements, creation of net present valuation models, determination of a firm’s optimal capital structure, and ascertaining firm value through valuations. Particular attention is paid to the tension between the fiduciary responsibility and the ethical ramifications of focusing on shareholder returns.

Case studies are used to apply content to professional context. An online test of competency in using Excel will be required as a part of the course. Prerequisite: SBNM 5110.

SBNM 5311 Financial Decision Making (2 sh)

This course covers the theory and practice of corporate finance, especially the application of financial theory to solve practical problems. Topics include the investment, or capital budgeting decision and the financing decision. This course also assists the financial manager in deciding how much to invest, what assets to invest in, and how to raise the necessary cash. It includes the study of dividend policy, debt policy, risk management, and alternative forms of debt. This course covers financial planning, channels for short-term borrowing, the management of liquid assets, and the management of accounts receivable. The role of ethical behavior is incorporated into the study of financial markets, as well as in financial management. Financial models will be solved using personal computers throughout the course. An online test of competency in finance will be required as part of the course. Prerequisite: SBNM 5310.

SBNM 5350 Nonprofit Financial Management (2 sh)

This course provides both basic and advanced financial planning and management skills necessary in today’s nonprofit organization. Successful financial planning and business development strategies will be combined to create a financial plan which achieves the goals of the organization. Included are basic principles of managerial accounting. Fund accounting, budgeting, cash flow analysis, expenditure control, long-range financial planning, audits, and grants and contracts are studied, as applied to nonprofit organizations.

SBNM 5351 Nonprofit Financial Decision Making (2 sh)

Basic principles of managerial accounting, fund accounting, budgeting, cash flow analysis, expenditure control, long-range financial planning, audits, and grants and contracts are studied, as applied to nonprofit institutions. Prerequisite: SBNM 5350.

SBNM 5352 Nonprofit Financial Management (3 sh)

SBNM 5400 Operational Management (3 sh)

This course introduces the principles of Operations and Supply Chain Management from both a managerial and analytic perspective. Topics will include: Forecasting, Procurement, Inventory Management, Warehousing, Transportation, Production Management, and Customer Service. The managerial aspect will be in the form weekly discussions and two papers on current events and topics to. There will be weekly problem sets to support the analytic and optimization part of the discipline. Quality, Process Management, Ethics, and sustainability will be worked into all the topics.

SBNM 5411 Quantitative Decision Analysis (2 sh)

The objective of this course is to develop quantitative and statistical thinking and problem-solving skills. The topics include General Problem Solving, Elementary Probability Models, Linear Regression, Forecasting, Linear Programming, and Inventory Management Models. For each topic, there are analytical and managerial components of the weekly course activities. On the analytic side, quantitative problems must be solved using Excel. From the managerial perspective, online discussions and papers are assigned with the intent to explore and consider how these quantitative tools are used in business as well as understanding both their benefits and limitations. An online test of competency in statistics and quantitative foundations will be required as a part of the course.

SBNM 5510 Principles of Healthcare Management (2 sh)

This course explores critical trends and crises in the current and emerging American healthcare industry. The formation of healthcare policy in view of current trends and social concerns is explored from the perspective of the consumer, the provider and society at large. Extensive consideration is given to ethical concerns arising out of these issues.

SBNM 5570 International Business Experience (2 sh)

This is a study/travel course designed to expose the student to an in-depth study of foreign culture, economy and specific businesses within that economy. Students are presented with comparative analyses of the economy and culture to be visited, and international business relationships pertaining to that economy. Students attend class sessions preparing them for the travel experience; and maintain a journal during the approximately one week of travel and visits to various institutions. The experience culminates in an analytical paper about some aspect of the experience.

SBNM 5590 Organizational Communication (2 sh)

This course emphasizes the importance of communication for all management functions. Based on a foundation of the traditional model of communications, a variety of modes will be explored: written, oral, non-verbal, as well as other visual modes. The process of organizing, imparting, and receiving information will be explored. Students will apply the concepts studied by preparing a variety of written and spoken communications during the course of the class and having each critiqued by colleagues and the instructor.

SBNM 5600 Marketing Management (3 sh)

This course provides a comprehensive understanding of the principles and practices of marketing management in a global business environment. Students will explore key marketing concepts, including market analysis, segmentation, targeting, positioning, consumer behavior, pricing, distribution channels, integrated marketing communications and digital marketing. Emphasis will be placed on the strategic decision-making process, leveraging data-driven insights to develop and implement effective marketing plans.

SBNM 5610 Marketing Analysis and Consumer Behavior (2 sh)

This course introduces the substantive and procedural aspects of marketing, sharpens skills for critical analytical thinking, and promotes effective communication. Basic concepts examined include marketing in a changing world; creating customer value and satisfaction; strategic planning and the marketing process; the marketing environment; marketing research and information systems; consumer markets and consumer buyer behavior; business markets and business buyer behavior; measuring and forecasting demand; market segmentation, targeting, and positioning for competitive advantage. Ethical concerns for the use and potential abuse of market research data are woven into the course.

SBNM 5680 Nonprofit Marketing Analysis and Consumer Behavior (2 sh)

This course focuses on developing a working knowledge of marketing as it applies to nonprofit organizations. Emphasis will be placed on developing a customer orientation, marketing planning and organization, and developing and organizing resources.

SBNM 5705 Multi-Sector Convergence and Social Responsibility (2 sh)

Focusing on the interplay among the corporate, government, and nonprofit sectors, this course will address the issues and current trends in corporate social responsibility and sustain- ability. The triple bottom line of social, environmental, and economic results will be explored. Topics covered include: sustainability, public private partnerships, corporations’ role in climate change, supply chain responsibility, stakeholder engagement, cause and social marketing, environmental responsibility, socially responsible investing, sustainability reporting, transparency, and human rights.

SBNM 5710 Nonprofit Management: Theory and Application (2 sh)

A foundation course examining the origins and societal role of private nonprofit organizations including their social, political, economic, cultural, and ideological importance in American society and compared against the global non-governmental sector and organizations. Major types of nonprofit organizations are studied, as well as distinguishing organizational characteristics of third-sector institutions as contrasted with business and government organizations. Current trends in the nonprofit sector and projections for the future are analyzed.

SBNM 5711 Nonprofit Management: Theory and Application (3 sh)

SBNM 5720 Nonprofit Board Governance and Volunteer Management (2 sh)

This course is designed to improve understanding of the elements, processes, and dynamics of board governance and volunteer management in nonprofit organizations. Course includes analysis of the respective roles of the board, executive director, staff and volunteers in nonprofit organizations. Focus on means and methods to enable boards and volunteers to maximize organizational effectiveness. Students will learn how to assess and improve the effectiveness of a board, the senior leadership, volunteers, and the overall governance of the organization. Prerequisite: SBNM 5700 or SBNM 5710.

SBNM 5730 Nonprofit Law, Policy, and Government Relations (2 sh)

This course analyzes major aspects of federal, state and local laws affecting nonprofit organizations and explores the dynamics of interdependence between nonprofit organizations, government, and the public policy process. Prerequisite: SBNM 5710.

SBNM 5760 Principles and Practices of HR Management in Healthcare (2 sh)

We will start with the foundations and fundamentals, then HR strategic functions such as compensation, performance management, and training, recruitment and selection, discipline, leadership, and communication. Our discussions will include modern trends in healthcare such as the nursing and physician shortages, safety, and ethical considerations in healthcare, as well as traditional management struggles to manage people and keep the "human" in human resources.

SBNM 5770 Fundraising for Nonprofit Organizations (2 sh)

This course covers the fundamentals of effective resource development as they pertain to nonprofit organizations. Principles and best practices of fundraising are studied, including the fundraising process (i.e., organizational readiness, case development, donor pyramid, strategic planning, management and research). The principles that undergird effective fundraising practices will also be reviewed, including the historical, organizational, legal, ethical, and theoretical contexts of fundraising.

SBNM 5771 Annual Gift Fundraising for Nonprofit Organizations (2 sh)

This course takes an in-depth look at the annual give techniques and processes by which financial resources are secured by nonprofit managers and fundraisers. Attention is given to direct mail, phonathon, email, event, and social media fundraising programs for individuals along with advances in technology and research for fundraising. Prerequisite: SBNM-5770.

SBNM 5772 Capital Campaigns and Major Gift Fundraising (2 sh)

Capital campaign and major gift fundraising will be explored within the context of a broad fundraising program for nonprofit organizations. The course includes preparing, planning, managing, and implementing a capital campaign with major gift donors. Special topics will include financing the campaign, major gift solicitation, board involvement in fundraising, campaign structure, and volunteer networks. Prerequisite: SBNM-5770.

SBNM 5773 Grant Writing for Foundations and Corporations (2 sh)

Grant writing will be explored within the context of philanthropic and marketing programs at charitable foundations and corporations. The course will build skills in written communication with multiple opportunities to write case statements, grant proposals, cover letters, and stewardship pieces. Topics will include theory and practical application. Prerequisite: SBNM 5770.

SBNM 5774 Planned Giving for Nonprofit Organizations (2 sh)

Planned giving will be explored within the context of the estate planning and philanthropic giving options for individuals. This course will include not only the more technical description of giving vehicles (e.g., charitable gift annuities, charitable remainder unitrusts, and charitable lead trusts) but will concentrate on the marketing and management aspects of a planned giving program. Prerequisite: SBNM 5770.

SBNM 5777 Fundraising for Nonprofit Organizations (3 sh)

SBNM 5780 Measuring Outcomes and Assessment (2 sh)

This course examines the assessment of effectiveness against service delivery objectives. The course uses the logic model and other theoretical models to better understand the outcomes and assessment process. Case studies will highlight evaluation issues for improved organizational performance. Prerequisite: Any SBNM course. This may not be the first course in the SBNM academic program.

SBNM 5790 Nonprofit Strategic Planning and Management Capstone (2 sh)

This course is the capstone for the MNPA and MHEA degrees. The primary objective of the course is the development of a perspective of the executive leader’s job and responsibilities from a conceptual as well as operating standpoint. Within this context, elements to be studied include: governance structure and issues, establishing and reinforcing the nonprofit organization’s mission and values, delineating an effective strategy, developing and using information flows to provide management control and performance and effectiveness evaluation, structuring the organization, and allocating human and financial resources. Ethical issues will be discussed throughout the course as pertaining to the nonprofit environment. MNPA Prerequisite: SBNM 5010, SBNM 5011, SBNM 5350, SBNM 5351, SBNM 5680, SBNM 5705, SBNM 5710, SBNM 5720, SBNM 5730, SBNM 5770, SBNM 5771, SBNM 5780. MHEA Prerequisite: SBNM 5010, SBNM 5011, SBNM 5350, SBNM 5680, SBNM 5740, SBNM 5741, SBNM 5742, SBNM 5745, SBNM 5746, SBNM 5747, SBNM 5770, SBNM 5780.

SBNM 5901 Strategic Management (3 sh)

The course is designed for managers to explore the many dimensions of modern strategy through exploration and deployment of frameworks within a comprehensive and specific project.

SBNM 5902 MBA Capstone (3 sh)

The course is designed for managers to synthesize and integrate the various dimensions of MBA study in a Capstone simulation experience.

SBNM 5910 Topics in Management (2 sh)

An intensive investigation of a selected topic in business, economics or nonprofit management. Extensive reading and research expected. Seminar format.

SBNM 5970 Internship (1-4 sh)

This course grants credit for practical training. Employment positions are directly related to the coursework. The internship work experience is instrumental to achieving the academic objectives of the graduate business programs and is designed to augment the classroom experience with hands-on experiences. The course may be repeated. Students will submit a term paper at the close of the course that will satisfy the academic component of the course. In the term paper, students are required to link their internship experience to their current coursework. Regular consultation with the faculty internship advisor is required during the internship period. The course is an augmentation to the graduate business programs and may not be substituted for other courses in the programs. Internships can be utilized as a 2-credit hour elective in their selected graduate program. Students may only count 2-credit hours of internship credit toward the completion of their degree.

SBNM 5990 Change Leadership (2 sh)

This course addresses the application of leadership skills to transform organizations. The external and internal drivers of organizational change are explored and systems archetypes are utilized to analyze the root causes of organizational issues that must be dealt with in order for change initiatives to be successful.

SBNM 5992 Strategy for Competitive Advantage (2 sh)

This course covers the core foundations of both business- level and corporate-level strategy. The course is designed to introduce a wide variety of modern strategy frameworks and methodologies, including, mission, goal, strategy formulation, strategy implementation and strategy evaluation. Strategic techniques include Industry Analysis, Analysis of the Competitive Environment, and SWOT Analysis. Additional topics covered include strategic thinking, competitive advantage, vertical and horizontal integration, global/international strategy, and strategy implementation topics including organization, operations, leadership, and culture. The outcome of this class is a foundation for understanding the strategies and analytics tools needed to develop and improve a firm’s competitive advantage, formulate a firm’s strategy, and make quality, reasoned business decisions. Case studies are used as the primary teaching method in this course to understand the frameworks/methodologies and gain a perspective on their application. Prerequisite: SBNM 5200, SBNM 5212, SBNM 5310, SBNM 5610.

SBNM 5993 MBA Capstone (2 sh)

This course brings together disciplines students have encountered during the North Park SBNM MBA program. Students develop an integrated understanding of business planning and strategy, using a computer-based management simulation (Capstone^® Business Simulation) to plan and test strategies in a competitive environment. Capstone is built around a complex, multi-round simulation game that requires students to integrate concepts and tools from much of the MBA curriculum. Student teams will compete in a market environment in which they will need to make financing, investment, pricing, production, product choice, channel, and marketing decisions. Supply chain relationships will require negotiations with other teams. Task allocations within teams will require effective teamwork and management. Historical data will provide a basis for modeling and statistical analysis. Additionally, attention is paid to the ethical dilemmas and moral responsibilities that accompany managing a firm. The class will culminate in presentations to a panel of judges who will evaluate each company for potential acquisition based on accumulated cash flow, future profit potential, sustainable competitive advantage, and management’s leadership. Prerequisite: SBNM 5010, SBNM 5011, SBNM 5110, SBNM 5111, SBNM 5200, SBNM 5212, SBNM 5310, SBNM 5311, SBNM 5411, SBNM 5610, SBNM 5705, SBNM 5992.

SBNM 5994 Change Leadership (3 sh)

SBNM 5995 Strategic Leadership Development (2 sh)

This course serves as the capstone course for the Master of Organizational Leadership and will emphasize the process of strategic leadership development (SLD) along with the application of leadership knowledge gained throughout the degree coursework and gleaned from seminal leadership literature. A common myth in strategic leadership development is that strategic leaders are primarily high-level executives. However, this course will build an understanding of the core competencies of strategic leadership that is relevant to every employee, regardless of their position in the organization. To complete their MOL degree, a capstone project will be individually crafted by each student to connect course content with personal motivations in such a way as to provide leverage for their personal & professional mission and vision. That mission and vision will be clarified early in the course. Prerequisite: SBNM 5010, SBNM 5011, SBNM 5030, SBNM 5040, SBNM 5041, SBNM 5060, SBNM 5070, SBNM 5200, SBNM 5705, SBNM 5710, SBNM 5780, SBNM 5990