Master of Business Administration Degree

This master’s degree program offers professional business leadership education based on a foundation of integrity, accountability, rigor, community, diversity, and service. The MBA Program is highly student-centered, career-relevant and strategically focused on the practice of managerial leadership. The Program is distinguished by its cutting edge curriculum that recognizes that organizational leaders do not deal with a single issue in an isolated, sequential and orderly fashion. Rather, managers deal with a multitude of issues simultaneously, in pieces, in an incomplete and erratic order. The Core Curriculum encompasses 4 academically rigorous semesters of theme-based modules. For those who were not undergraduate business majors, an additional semester of “Foundations” courses are required prior to commencing the Core Curriculum. Modules are presented in a sequential manner based on the expectation that students will proceed through the curriculum as a group or cohort.

Mount St. Mary’s College is accredited by the Accrediting Commission for Senior Colleges and Universities of the Western Association of Schools and Colleges.

MBA Admission Requirements

  • Completion of a baccalaureate degree from a regionally accredited college or university
  • A cumulative grade point average of 3.0 on a 4.0 scale in the last 60 semester units, or last 90 quarter units. (for grade point averages lower than 3.0, the GMAT is required)
  • Complete Application
  • Application Essay
  • Two letters of recommendation
  • Entrance interview with an advisor
  • On-site writing sample
  • Three years of full-time professional experience preferred

MBA Foundations Courses:

The following “Foundations” Courses must be completed prior to the start of Core Curriculum Modules. If they have been successfully completed by the student in his or her undergraduate academic work, they will be waived. They will be available to MBA students on an accelerated basis during the semester preceding commencement of the Core Curriculum Modules:

  • One semester of Economics (micro or macro—lower or upper division)
  • One semester of Accounting (lower or upper division)
  • One semester of Finance (upper division)
  • One semester of Management/Organizational Behavior (upper division)
  • One semester of Marketing (upper division)

MBA Financial Arrangements:

Students are responsible for the financing of their education. Information and assistance is available and should be directly requested from the Office of Student Financing. For tuition and fees for the MBA Program, see the tuition expense section at the beginning of this catalog or visit the College Website at Students who return from a leave of absence from the program will be subject to applicable current tuition rates upon their return.

MBA Program Requirements

The program offers the student a Master’s Degree in Business Administration. As such, each student must comply with “Academic Policies for Graduate Division” (see Academic Policies for Graduate Division of this catalog.) These policies include, among others, Grading Policies (see Grading Policies), Academic Probation (see Academic Probation), and Academic Dismissal (see Academic Dismissal).

If a student receives a letter grade of D or F in a course module, he or she may retake the course as a Directed Study (Bus 239) during the next semester at the prevailing per unit graduate rate. If the grade is improved to C- or higher, and the student remains in satisfactory academic standing, the student may proceed with his or her cohort. One repetition of a course is permitted. A student who receives a grade of D or F in more than 2 modules during a semester will not be allowed to proceed with his or her cohort and, further, will not be able to complete the courses as Directed Studies. Instead, he or she will need to join the next cohort in order to repeat these courses at additional prevailing tuition costs and fees. In order to graduate with an MBA, the student must successfully complete all modules of the curriculum.

Professional behavior is expected from MSMC students at all time. Students must abide by the ethical standards of the MBA Program, the Business Administration Department, the College both on campus and while working off campus on the Capstone Project or other assignment(s). The student, both as an MBA student and as a representative of Mount St. Mary’s College, will consistently maintain the highest standards of honesty, integrity and service. If the expectations of the College or the MBA Program are not met, the student is subject to dismissal from the program.

MBA Curriculum: Design

The Program is organized around three broad general themes that effectively integrate business disciplines to give the organizational leader an effective set of tools to successfully and strategically manage the enterprise. These themes fall into 3 categories and are explored during the first three semesters of the core curriculum:

First Semester: Setting the Stage – External Global Business Environment. During the first semester attention is directed to analyzing and interpreting what is happening outside the organization and how these conditions may subsequently impact the organization.

Second Semester: Designing the Organization’s Future – Internal Strategy. Assessing the organization’s internal capabilities in order to successfully leverage them to obtain sustainable strategic advantage in the turbulent business environment is the theme of the second semester.

Third Semester: Making it Happen – Implementation of Strategy, Travel/Study. In the third semester attention is on implementing the organization’s strategic plan. During this semester, the student will broaden his or her perspective by participating in an international travel study program. Because organizational leaders in the 21st century need to think globally, the MSMC MBA immerses the cohort in an international market as a complement to the study in the third semester. For example, the student might have the opportunity to examine global competition in a 9-day guided exploration of China.

The Fourth Semester of the Program is hands-on, practicum based:

Fourth Semester: Concentration and Final Project. In the last semester, having gained knowledge in interpreting the signals of the external environment, developing solution-based approaches to identified/identifiable problems and creating a fertile environment for positive and constructive change, the student will focus on a concentration.

The three concentrations are:

  • Entrepreneurship
  • Organizational Leadership
  • Project Management

Capstone Project

The Capstone Project clearly demonstrates students' achievement of the MBA learning outcomes from the prior modules and theme based semesters. This semester, the integrated curricular topics of critical thinking, global business, ethics, communication skills, entrepreneurship and strategic planning are applied to a real world, real time project. The student's performance on the Capstone Project is evaluated by his or her Peers, the Faculty Advisor, and the Project Site Leader (the student's or team member's employer or an outside corporate sponsor). These evaluations provide the forum for assessment of the students' ability to translate classroom theory to real world issues and to demonstrate their skill in working effectively in a collaborative, team environment. A grade of B or better is required for satisfactory completion of the Capstone Project.

Foundation Courses

(9 credit hours)

BUS 201 Foundation of Business Economics (1 unit)

Introduction of the basic economic thinking as a tool for understanding and interpreting world problems. Presents and develops economic theory of micro and macro economics to explain the behavior and interaction of organizations, households and the government.

BUS 202 Foundations of Accounting (2 unit)

This is a survey to the five primary accounting areas: financial, managerial, taxation, auditing and accounting information systems. Each area is introduced in terms of its background, conceptual basis, an application in the business environment. Tools concepts and procedures are included.

BUS 203 Foundations of Finance (2 unit)

The approaches to the financing and investment decisions in an organization are examined in this module. Subjects include the essentials of financial ratios, analysis, managing assets and liabilities, cost of long-term capital and the required rate of return on long terms assets, estimating cash flow on investment proposal, net present value, capital budgeting, risk and return and capital structure.

BUS 205 Foundations of Management (2 unit)

Concepts and applications in management including motivation, leadership, group dynamics, organization design, decision-making, communication and organizational change’s emphasis on contemporary management in the international context are discussed in this module.

BUS 206 Foundations of Marketing (2 units)

This module concentrates on the role of marketing in identifying and satisfying consumers’ needs while examining the components of marketing process, sources and uses of marketing intelligence, consumer behavior and international marketing.

Core Curriculum

(36 credit hours)

Semester One: Theme: Setting The Stage - External Global Business Environment

(9 credit hours)

BUS 211 Introduction to Graduate Studies: Coaching Assessment (1 unit)

This introductory module acquaints participants with the MBA sequence and provides an overview of material topic areas. Program objectives are identified as are cohort expectations including team culture, making group decisions, and dealing with a variety of personalities.The function, role, impact and influence of career coaching are presented and the student begins his or her personal participation in the process through a variety of personality and team assessments.

BUS 212 Change Ė Assessment of the External Environment (1 unit)

Contemporary organizations exist in social, political and economic environments that change rapidly and unpredictably. This module provides an introduction to theories and strategies/applications related to interpreting signals of change and the organization’s preparedness for it. Different methods of assessing impending change including urgency or response and impact on the organization and developing strategic thinking related to change interventions that will increase an organization’s effectiveness are explored. Specific issues are analyzed through the use of case studies, current literature and the application of change theories.

BUS 213 Analytical Modeling and Future Projections (1 unit)

Disciplined thought is frequently based on analytical models, both quantitative and qualitative. In this module, models are utilized to assess the complexities of the dynamic local, regional, national and global environments of business. The theoretical foundation of modeling is presented followed by practicum where participants employ the models in analysis and decision making with respect to strategic topics and challenges encountered by today’s businesses.

BUS 214 Interpreting Financial Signals: The Economy (1 unit)

In this module, the participants analyze micro and macro economic variables as a basis for pricing and production decisions. By utilizing a practical approach to these complementary topics, the participants gain insight into the basic economic factors affecting a company's market at all levels: 1) the consumer level; 2) the domestic (national) levels; and 3) within the larger context of international economic policies. Macroeconomic topics include banking and the monetary system, inflation, and monetary and fiscal policies designed for maintaining stability and growth. Microeconomic topics address the nature of supply and demand, and elasticity of demand.

BUS 215 Interpreting Financial Signals: The Competitorsí Position (1 unit)

Organizations seek to attain a sustainable competitive advantage in their industries. In this module, industry and competitive forces are identified and evaluated. This information is used to assess the financial viability and industry rivalry and to successfully position the organization in the industry.The analysis of the financial competitive factors is used in developing appropriate competitive strategies for the organization to be competitive in the industry as a global player.

BUS 216 Information Collection, Analysis and Interpretation (1 unit)

Markets and the fast changing global environment of business are increasingly interrelated. Business leaders participate in complex decision-making often involving political, legal and social factors that must be identified, collected, analyzed and interpreted. This module provides the theoretical framework and managerial tools leaders need to meet these real-time challenges.

BUS 217 Assessing the Organizationís External Environment (1 unit)

Managers require a sophisticated understanding of what you can (and cannot) infer from data, and how to use those inferences to make good decisions. The module introduces the issue of the organization’s inability to collect, analyze and interpret myopia, the right information. In addition, it covers topics such as probability theory and decision analysis (including decision trees, scenario analysis, decision criteria, the value of information, and simulation techniques) as well as statistical methods for interpreting and analyzing data, such as sampling concepts, regression analysis, and hypothesis testing.

BUS 218 Market Assessment and Analysis for New Opportunities (1 unit)

How do organizational leaders identify new opportunities? This module focuses on the assessment and interpretation of the future including prioritization of impending opportunities (global, national and local) and their impact on the organization. What are the organization’s resource areas needed to best take advantage of these opportunities and how can these opportunities be maximized locally and globally?

BUS 219 e-Business for Business Managers (1 unit)

Successful businesses are sometimes described as understanding the art of being in the right place at the right time with the right product or service. In this module, the participants are introduced to the fundamentals of e-business and the future of strategic e-business decisions including the factors likely to affect e-business and marketing. These include globalization, changing demographics, ever-changing technology and electronic commerce. Case studies and group activities focus on the application of e-business concepts.

Semester 2 Theme: Designing The Organizationís Future: Internal Strategy

(9 credit hours)

BUS 221 Strategy Design and Corporate Strategic Response (1 unit)

Successful organizations design, develop and maintain strategies aimed at creating a sustainable competitive advantage. These strategies are identified in the organization’s vision and mission and are supported by the ongoing actions of the firm. This module identifies methods to successfully position the organization in an industry on both the business unit level and as the entire enterprise. Both business and corporate strategic responses are explored through a variety of approaches including case studies and situation analyses.

BUS 222 Financial Decision Making (1 unit)

Combining theory with sophisticated analytical tools, this module provides the solid background needed for developing and managing major corporate financial decisions. Financial statement analysis, financial forecasting, time value of money, valuation of financial securities, management of risk and return, and cost of capital are covered. Additional topics include estimation and analysis of cash flows in the capital budgeting process and examination of capital structure, dividend policies and long-term financial planning.

BUS 223 Operations Management to Support Strategic Position (1 unit)

Implementation of quality objectives in both operations and product development is key to achieving sustainable competitive advantage in the global marketplace. This module examines operations and quality management by examining context and content of such principles as Total Quality Management and its implemented at all levels of an organization. Other important topics addressed include forecasting, technology management, capacity planning and materials management.

BUS 224 Branding, Strategic Positioning and Customers (1 unit)

Positioning and a strong brand are invaluable in the global competition for customers. The brand represents the organization’s promise to its customer, whether it be for quality, low cost or fashion. Positioning and branding are foundational pieces in implementing the strategic marketing process. This module provides the framework for researching, defining, and building the organization’s brand and for identifying the most competitive global positioning strategies.

BUS 225 Strategic Resource Allocation and Development (1 unit)

Organizational leaders are often tasked with balancing resources between existing and proposed projects. In this module participants learn how to identify their organization's resource capability and capacity while determining how to balance them based on future demand. They will also learn the importance of processes in resource allocation decision making.

BUS 226 Leaders and Implementation (1 unit)

Leadership exists at many levels of the organization and all leaders must work in concert for the organization to successfully pursue its strategy. This module looks at the roles of corporate, business and functional level leaders, their styles, contributions and applications. The support mechanisms that contribute to leadership and organizational success are studied both as theory and application.

BUS 227 The Role of the Intrapreneur /Entrepreneur (1 unit)

Innovation and entrepreneurship are hallmarks of the 21st century organization. This module defines the role and attributes of the internal entrepreneur (intrapreneur) and provides guidelines to foster the creative environment in which he/she thrives. Finally it provides guidelines for leading the innovative enterprise.

BUS 228 Organizations at Different Stages of Development (1 unit)

Combining theory with practical analytical tools, this module provides the solid background needed for making real-world corporate financial decisions. Building on the concepts from BUS 222, this class will cover optimal capital structure, capital budgeting and valuation dividend policies and how companies go public.

BUS 229 Coaching and Presentation (1 unit)

In this module, participants develop their personal coaching skills in order to enhance their leadership and mentoring skills. They learn the fundamentals of coaching from theoretical framework to hands-on practicum.

Semester 3 Theme: Making It Happen - Implementation Of Strategy

(9 credit hours)

BUS 231 Leadership and Management of Change (1 unit)

Change management, which was introduced in the first semester, is revisited in this module. Advanced change theory including the appropriate application to different cultural environments is presented. Participants are challenged by current global change initiatives which they, acting as change agents, must address.

BUS 232 Managerial Behavior and Innovation (1 unit)

The ability to build and sustain constructive relationships is critical to an organization's most valuable resource - its people. This module focuses on the skills necessary to manage individual and group dynamics in the pursuit of an organization’s business goals. It provides a combination of theory, assessment and cognitive skills to help develop proficiency for leadership, management and problem-solving. Cases and group activities add depth and meaning to the theoretical aspects of this module.

BUS 233 Perspectives: Comparative Writings on Business and Leadership (1 unit)

The literature of business offers an ever expanding variety of ideas and insights rooted in the experiences of successful CEOs and empirical evidence developed by scholars and consultants. This module explores a selection of business classics and contemporary readings that provide a forum for the consideration of critical thinking and creative decision making techniques. Each student will receive a portfolio of summaries and critical assessments of each book evaluated during the course.

BUS 234 Managerial Accounting and Productivity Measures (1 unit)

This module reviews key accounting concepts and offers perspectives on the role of accounting in markets and organizations. It also covers the importance of accounting statements in providing information to stakeholders inside and outside the firm. Participants also learn accounting principles used to strategically assess the value created by a new or existing businesses or business segments.

BUS 235 Introduction to Project Management (1 unit)

Understanding the necessity for adapting and incorporating structured project management concepts when undertaking project assignments is a necessary criterion for project success and meeting corporate strategic goals. Equally important, is the ability to evaluate project performance and recommending adjustments to ensure optimal project execution and attainment of organizational/corporate business objectives. This module provides an introduction to Project Management throughout the life cycle with an emphasis on practical applications in the business environment.

BUS 236 The Role of the Board of Directors and Key Stakeholders (1 unit)

This module emphasizes the role of ethics across the organization. Topics include defining the various theories of ethics; analyzing ethical behavior in relationship to business success; formulating a framework for analyzing and resolving ethical issues; identifying the role of the Board of Directors and key stakeholders in ethical decision-making and understanding the role of government and government policies, such as Sarbannes-Oxley on corporations. This module provides both theory and practical examples to ground the participant firmly in the role of ethics in the workplace.

BUS 238 Global Business Colloquium (International Travel Study) (3 units)

Organizational leaders in the 21st century need to think globally. The Mount St. Mary’s MBA immerses students in an international market as a complement to the study in the third semester.

BUS 239 Directed Studies (1-3 units)

Offered with approval of Instructor and Chairperson, following the published procedures for Directed Studies courses.

Semester 4 Theme: Concentration and Capstone Project

(9 credit hours)

The student will select five units in his or her concentration area and will additionally complete a three unit final team project which will emphasize the application of the tools learned to achieve organizational goals. The selected organization can be the student’s employer, an employer of one of the student’s team members, or an outside corporate sponsor. A one-unit course in Consulting helps students prepare for the final project.


In the last semester, having gained knowledge in interpreting the signals of the external environment, developing solution-based approaches to identified/identifiable problems and creating a fertile environment for positive and constructive change, the student will focus on a concentration. The concentrations are:

  • Entrepreneurship
  • Non-Profit Management
  • Project Management

Concentration Courses Offering

Entrepreneurship Courses

BUS 241 Entrepreneurship and Community Leadership (3 units)

This course uses entrepreneurial skills to craft innovative responses to the needs in your community, whether this be local or global. In keeping with the overall focus of the Entrepreneurship concentration—to prepare students for personal and financial success—we will focus on the entrepreneurial skills and abilities to recognize opportunity, explore innovative approaches, mobilize resources, manage risks and thus build a viable enterprise. These potentials have tremendous ability for creativity and are necessary for the success of the entrepreneur.

BUS 243 Innovation, Marketing and the Entrepreneur (2 units)

This course focuses on the use of entrepreneurial skills to initiate innovative responses to business needs and opportunities evident in culture. Understanding the necessity of relational skills is important to the success of any entrepreneurial endeavor and will be understood from the entrepreneur's need to leverage new opportunities, explore innovative approaches, mobilize resource needs, managing risk, and build a viable enterprise. The fastest growing areas in the business sector are Healthcare, Adult Education, Technological Advancements and the "Green" Technologies.

Organizational Leadership Courses

BUS 244/PSY 231 Organizational Dynamics (2 units)

Examines the inter-relationships between management and communication theories. The systems within an organization are emphasized in terms of intra-personal, interpersonal, small group and organizational communication theories. This course will help students develop an understanding of behavior in organizations. This understanding will enable the student to predict and influence organizational events.

BUS 246 Effective Organizational Leadership (3 units)

Focuses on aspects of leader-follower interaction including effective use of power, politics, and influence; understanding what motivates followers both individually and in teams as well as managing diversity.

Project Management Courses

BUS 257 Project Management 1 (3 units)

This course introduces students to project management theory, terminology, and practice. It utilizes the Project Management Body of Knowledge Guide developed by the Project Management Institute to guide students through the foundations of project management, the development of planning process groups, and the importance of ethics and professional conduct to the successful practice of project management. It also addresses the important of effective project management leadership.

BUS 258 Project Management 2 (2 units)

This course builds on the project management fundamentals presented in BUS 257 and specifically addresses the processes of executing, monitoring, controlling, and closing of individual processes in each process group. Emphasis is placed on the inputs, tools, and outputs required for successful completion of individual processes to ensure success of the entire process group. This course also includes discussions of special project management topics as well as current challenges, opportunities, and best practices in the project management field. Industry executives are invited to share current industry trends and their experiences in project management with the class.

(Note: after completion of the following courses, students may elect to take the Project Management Professional (PMP) Examination administered by the Project Management Institute. Sitting for the examination is optional and not a requirement of Mount St. Mary’s MBA Program.)

Non-Profit Management Courses - ON HIATUS

BUS 247 Not-For-Profit Management (3 units)

Nonprofit organizations operate in one of the fastest growing business sectors in the United States and the world. Although not all non profits look alike they share many common characteristics including a desire to change their particular corner of the world. This course discusses ways non profit organizations are different from for profits and identifies key success factors and best practices of non profit organizations, including organizational structure, board and volunteer development, strategic planning, communication, ethics, social responsibility, marketing and fundraising.

BUS 248 Communications Tools of a Non-Profit (2 units)

This course will include grant writing fundamentals, newsletter writing, and the preparation of case statement for major fund raising campaigns. It will also include a discussion of how to locate the appropriate funding sources and the use technology for fundraising.

BUS 249 Non-Profit Marketing (2 units)

The intent of this course is to discuss the utilization of marketing principles by non-profit organizations - the problems, benefits, obstacles, and opportunities - involved with a marketing orientation. A variety of marketing concepts, techniques, and strategies will be discussed and their relevance to nonprofit organizations examined. The use of marketing in several different types of non-profit institutions will be discussed including health care, religious and community organizations.

BUS 293 Selected Topics (2 units)

Course, independent study, seminar, or directed readings in current issues in business administration.

Health Service Management Courses - ON HIATUS

BUS 250/NUR 240 Organizational Management and Economics in Nursing (3 units)

This course will provide a forum for discussion and analysis of current economic conditions that affect health care and health care systems. Course content will assist the student to understand the financial, regulatory and operational impacts on healthcare and how leadership and management skills can be utilized to manage through the issues. In addition, the course will allow the student opportunities to practice management theories and styles , analytical and financial planning exercises and problem-solving skills to develop leadership expertise necessary to manage in the current health care environment.

BUS 251 Marketing Through the Art of Negotiation (2-3 units)

This course is designed for graduate students who are interested in the art of negotiation. The course will provide a forum for discussion and analysis of negotiating techniques used to promote desired changes in a variety of settings including health care. Students will learn how to market their programs and ideas through the art of negotiation. Course content also provides skills that will assist students in developing their own strategies in the negotiation process with diverse aggregates.

BUS 293 Selected Topics (2 units)

Course, independent study, seminar, or directed readings in current issues in business administration.

Final Project Courses

BUS 260 Capstone Project (3 units)

Students complete a three unit final team project which emphasizes the application of the tools and theories learned in the MBA program to address a specific workplace issue.

BUS 261 Consulting: Working with and Being a Consultant (1 Unit)

This course introduces the practice of consulting. It also provides the tools for the students to 1) develop the skills necessary for their organization to work effectively with consultants; 2)  understand the process consultants follow; 3) assess criteria of effectiveness; and 4) develop and review an RFP. In addition, it brings forth the best practices for individuals working within organizations serving as consultants.