from Seattle University's 2016-2017 Graduate Catalog
All graduate courses are 3 credits, unless otherwise noted.
Syllabi information is for reference only; information may not be current.
Focus on self-assessment, tools for developing leadership skills, and concepts of, and practice in, group dynamics. A retreat component and service project emphasize individual growth and team building. In-class activities may require active participation and will include case analyses, mini-lectures, and group work. To be completed in the first or second quarter of the student’s program. (Formerly MBA 510/5100)
- Syllabus: MGMT 5100 Nils Peterson - Winter 2016
- Syllabus: MGMT 5100 Carly Cannell - Fall 2015
- Syllabus: MGMT 5100 Greg Prussia - Fall 2015
- Syllabus: MBA 510 Bill Weis - Winter 2014
- Syllabus: MBA 510-01 Sharon Lobel - Fall 2013
- Syllabus: MBA 510-02 Sharon Lobel - Fall 2013
New Course for the 2016-2017 academic year.
Although quantitative data are an important source of information for making decisions, in order to reach truly effective assessments it is fundamental that analysts be capable of understanding more than “just the numbers”. It is also essential to understand how a “system” works, to be aware of and willing to consider non-quantifiable aspects of the problem, and be cognizant of the many behavioral biases and failures that afflict human analysts and decision makers. The goal of this course is to help students achieve this broader understanding of decision making, and also to discuss and illustrate the application of selected instruments of strategic thinking, such as: (1) analysis of a business’ external/environmental factors; (2) industry specific analysis, including Porter’s “Five Forces” model and industry value-chain analysis; and (3) resource-based value analysis of a business. This course will give students the ability to effectively identify, design, and formulate creative, well-thought, value-driven and holistic decisions to the problems they will face.
Prerequisites: All requirements for first registration in the MSBA program.
Explores the management, family, career and personal issues found in family-owned and managed companies. The course develops a student's understanding of these organizations and skills to address the challenges family companies and families in business face. Primary subject areas include: how family business ownership systems evolve; managing of ownership conflict with family relationships; changing family business structures and responsibilities; women’s issues in family businesses; managing succession and continuity; designing effective business boards and family governance; and best practices in family business management. The course develops a student’s understanding of family organizations and skills necessary to be effective. Upon completion, a student should fully understand many of the complexities associated with operating a family business enterprise.
Leadership Formation I is the first of a two-course sequence required for students admitted to the graduate specialization program, and is open as an elective to non-specialization students. Admission to the program is a prerequisite for enrollment (for specialization program students only), and students who take both courses in the program attend as a cohort. This first course provides a forum for students to explore, process, assimilate aspects of leadership theory and behavior in the context of social justice and beyond. Participants will engage in reflection and discussion, assess leadership role models, and complete initial practicum experiences involving leadership skills such as setting direction, persuasion, and influence.
This is the second of a two-course sequence required for students admitted to the graduate specialization program. This second course challenges students to put learning into practice within a business and/or social justice framework. While studying advanced leadership skills in seminar activities, students conduct a leadership project in which they identify a need, set direction, align and motivate others, and achieve goals set in the course.
Prerequisite: MGMT 5305
In this course Business students will be teamed with Law students in learning and applying interdisciplinary legal and business skills to assist in new and existing business ventures in the Central District Community. The Clinic will run 10 weeks in the fall and 10 weeks in the winter. Students must enroll for both in order to receive full credit. The winter quarter component will allow students to apply their classroom teachings by having them provide pro bono advisory services to clients selected from local micro-lenders. Students will be teamed into pairs or groups of four. Each group will be assigned up to four actual clients a quarter with needs which cross business and legal boundaries.
Prerequisite: FINC 5050 and MBA 5170, or MBA 5230
This is the second course in the series, where students will be teamed with Law students in learning and applying interdisciplinary legal and business skills to assist in new and existing business ventures in the Central District Community. The Clinic will run 10 weeks in the fall and 10 weeks in the winter. Students must enroll for both in order to receive full credit. The winter quarter component will allow students to apply their classroom teachings by having them provide pro bono advisory services to clients selected from local micro-lenders. Students will be teamed into pairs or groups of four. Each group will be assigned up to four actual clients a quarter with needs which cross business and legal boundaries.
Prerequisite: MGMT 5315.
This seminar is a leadership development program that utilizes both indoor and outdoor experiential activities to develop and practice the fundamentals of effective team building and leadership. Building trust, setting and evaluating goals, group problem solving and effective interpersonal communications are among the attributes and skills addressed in the course.
Facets of entrepreneurship are examined to help equip the student with the entrepreneurial applications to create social and private value in profit or not-for-profit organizations. Students consult with (1) for-profit organizations desiring to use their resources to address social issues; (2) individuals starting for-profit microenterprises for a self-employment/job creation, and/or (3) nonprofit ventures desiring to create profitable opportunities to fund their own programs or to create employment and training opportunities as the reasons for being. Courses in core entrepreneurship concentration would be recommended but not required.
Prerequisite Course: FINC 5050 and MBA 5170, or MBA 5230
Focuses on enhancing the four fundamental attributes of Emotional Intelligence (EQ): Self-Awareness, Self-Management, Social Awareness, and Relationship Management. Students will assess their competencies and behaviors within each of these four dimensions, engage in experiential exercises to enhance their EQ effectiveness, and prepare an ongoing plan for continuous improvement.
- Syllabus: MGMT 5335 Bill Weis - Summer 2016 (Dolomites Expedition)
- Syllabus: MGMT 5335 Bill Weis - Spring 2016
Student teams serve as consultants to area businesses that have been identified through the Seattle University Project Center. The consulting teams identify the projects' work dimensions in the beginning of the quarter through interaction with company leadership. Substantial interaction is then required throughout the quarter between the student team, the business representatives, the professor, and professional consultants brought in to assist the student teams. Materials and lectures will be designed to provide students with the direct information that will assist in the development of the consulting report at the end of the quarter. While significant class time is assigned to help the teams work on the projects, it should be assumed that meeting with the client and the team might require time outside of class. Performance on the project is the entire basis for the grade in the course.
Prerequisites: ECON 5000, ECON 5107, ECON 5110, ACCT 5030, FINC 5000, MBA 5080, or MBA 5230. If used as Capstone, must be completed within last 9 credits of program
Examines environments in which diversity initiatives operate. Dominant work values are explored to understand how they define desired work behaviors and to understand ways in which diversity challenges some dominant work values. Challenges students to acquire information about diversity via studies of organizational culture and subcultures.
Prerequisite: MGMT 5100 or MBA 5205
Problems and policies in personnel philosophy; ethics; implementation of personnel programs; directing, appraisal, compensation, training, and development of employees.
Prerequisite: MGMT 5100 or MBA 5205
This course is directed at providing participants with a historical overview of the lives and accomplishments of great leaders in private, public, and religious enterprises and organizations. It examines leaders in context of the principles, philosophies, and tactics they used to accomplish their objectives.
Interdisciplinary course designed to give students a solid understanding of the field and potential opportunities of entrepreneurship from micro-enterprise and family businesses to high growth ventures and corporate entrepreneurship. Guest speakers, business plans, and activities will be utilized to deepen the students' insight into values-based entrepreneurship in for profit and nonprofit endeavors and how it is relevant in their professional career.
Process of change in organizations, its impact on the individuals and organizations. Problems in technology and culture, managerial philosophy, lifestyles, and attitudes toward work.
Prerequisite: MGMT 5100 or MBA 5205
This class is for students interested in starting their own business or launching a new venture for a nonprofit or corporation. Students will learn the critical skill of writing an effective business plan. Students may work on their own ideas or take advantage of ideas conceived by others.
Prerequisite: FINC 5050 and MBA 5170
This course examines the basics of board responsibility and gives students an understanding of the board’s evolving role. It is designed to broaden one’s knowledge of the Board of Directors and person of the Chief Executive Officer. Students will have a mock board meeting and classes will include a number of current and former CEOs as guest speakers who will share their knowledge and experience.
This course introduces a range of approaches to bargaining and conflict resolution. Through interactive exercises students develop negotiation skills for use in a professional context or any interpersonal activity.
- Syllabus: MGMT 5380 - Terry Foster - Spring 2016
- Syllabus: MGMT 5380 - Tanner Humiston - Winter 2016
- Syllabus: MGMT 5380 - Shannon Patterson - Fall 2015
- Syllabus: MGMT 5380 - David Arnesen - Fall 2014
See administrative office for prerequisites and course descriptions.
MGMT 5940 International Study Tour: Management
An exploration of international management issues or other special topics related to the specific destination of the study tour. The course will include travel to a foreign country to observe business practices and examine indigenous management problems, and to meet with representatives of local businesses and other institutions. Location of tour can vary. Check with the department for details.
MGMT 5950 Internships
For more about internships, visit the Placement Center
MGMT 5960 Independent Study
Independent study. Individualized reading and reporting on a specific topic approved by an instructor. The program of study and conference times must total 30 hours of study and contact hours for every one-credit taken. Grading option negotiated with instructor for CR/F or letter grade (student option). (1 - 3 credits)