Online Master of Business Administration Curriculum
Build your business acumen with the same advanced business leadership courses offered through our prestigious on-campus degree programs. Learn to leverage big data to make sound business decisions rooted in facts. Examine entrepreneurship, data analytics, management, information systems, ethics, the global economic environment, financial accounting, operations, negotiation, leadership, human capital and more. A strong working knowledge of these topics can help you become a well-rounded leader with the ability to work successfully across teams and departments.
Our online MBA consists of 54 credit hours, which breaks down into 24 credits Foundation One, 24 credits Foundation Two, a Global Study (4 credits) or International Business (2 credits) course, and 4 credits Residency: 2 credits Opening Residency and 2 credits Capstone Residency. The program can be completed in as few as 24 months.
Foundation I Courses
|Corporate Finance (I)||2 Credits|
This course presents the central concepts and analytic methods of corporate finance. Students will learn about the structure of financial markets, the techniques and language of finance, and the various responsibilities of the corporate financial manager. In particular, the following issues will be addressed: the objective of creating shareholder value, valuation of corporate securities, including stocks and bonds, the risk-return relationship and its implications for finance and financial techniques for evaluating corporate investments.
|Data Analysis||2 Credits|
Many different skills are required in arriving at informed managerial decisions. Among these are analytical and quantitative skills. Data Analysis is one in a sequence of two courses that seeks to develop these two important skills. More formally, the goals of this course are: to introduce basic statistical techniques: summarizing and presenting data; confidence intervals and hypothesis tests; regression analysis.; to implement these techniques using spreadsheets; and to become active users of data analysis in making managerial decisions.
|Decision Modeling||2 Credits|
The applicability and use of decision and management science models have increased dramatically in recent years due to the extraordinary improvements in computer, information and communication technologies. These developments in hardware and user interfaces such as spreadsheets have been complemented by the availability of large volumes of data, such as the automatic capture of point-of-sale information, and easy access to large databases. Personal computers and friendly interfaces have become effective “delivery vehicles” for powerful decision models that were once the exclusive province of experts. The course will examine ways in which complex managerial problems can be tackled with decision models using spreadsheets.
Introduces students to tools and skills needed to create and grow a successful new venture as well as evaluate the potential of new ventures and entrepreneurs for those in venture finance. The course integrates research findings from a range of different practical and intellectual perspectives, including psychology, sociology, economics, strategic management and history into practical, hands-on lessons for an entrepreneur. Class projects provide the foundations for new, real businesses.
|Financial Accounting||2 Credits|
Focuses on the preparation, understanding and analysis of financial statements: income statement, balance sheet and the statement of cash flows. These statements report a company’s profitability and financial health and are useful to all economic agents who are engaged with the firm. These include investors (actual and potential), employees, customers and governments. The overall objective of this course is to provide students with the concepts and tools needed to understand and effectively use a company’s external or financial accounting information system.
|Leadership and Teamwork||2 Credits|
Builds on students’ leadership experience to extend their theoretical knowledge and applied skills. Using assessment tools, exercises, films, cases and other assignments, students gain a stronger understanding and skill set to excel in leadership positions today. Also provides an overview of the key issues related to managing human capital in organizations. Covers critical issues that every professional needs to know, regardless of functional area, and examines them from both a strategic and a tactical level that should be relevant to all practicing managers and leaders.
|Managerial Accounting||2 Credits|
Helps to analyze financial as well as nonfinancial information in planning, control and decision making. Managerial accounting is primarily concerned with helping managers make effective decisions related to utilization of resources, cost analysis, performance evaluation, etc. The overall objective of this course is to provide you with the concepts and tools needed to understand and effectively use a company’s internal or managerial accounting information system.
|Managerial Economics and Public Policy||2 Credits|
Examines basic microeconomic principles used by firms, including supply and demand, elasticity, costs, productivity, pricing, market structure and competitive implications of alternative market structures, market failures and government intervention, and public policy processes affecting business operations.
|Marketing Management||2 Credits|
Focuses on the development and application of a framework governing the marketing process with emphasis on strategic decisions including market segmentation, target market selection and brand positioning. Discussions include: the marketing concept, promotion strategies, go-to-market plans, pricing and sales force management.
|Strategic Information Systems||2 Credits|
Examines how to identify transformational technologies and develop strategies to take advantage of them, including case studies to illustrate managerial decisions about technology as well as lectures that help frame the issues. The course is focused on management issues and is suitable for the student with no IT experience, as well as for students with technical backgrounds who want to understand how to manage IT in the firm.
|Supply Chain Management||2 Credits|
Examines management decision making in the design and implementation of supply chains, including expansion overseas. Orients the student to the field of supply chain management through cases and lectures on the importance of the field. Closely examines critical decision making in the global supply chain, including managing the overall synchronization of demand and supply, buyer/supplier collaboration, and performance score carding.
|The Global Economic Environment||2 Credits|
Provides managers with the tools necessary to intelligently interpret the national and international economic environment, including the impact of economic policies on the economy and the firm. The course develops basic macroeconomic theory to enable managers to critically evaluate economic forecasts and policy recommendations and then apply these concepts in a series of case studies.
Foundation II Courses
|Action Learning Projects (I & II)||4 Credits|
Action Learning Projects (ALPs) are a practical and high-impact way to develop your ability to think and lead across an organization by applying what you have learned in the classroom. ALPs are like a class project, but the difference between the typical class project and these transformative projects is the difference between a glass of skim milk and a milkshake. ALPs create practical learning experiences by integrating knowledge gained from the core curriculum and focusing on real business problems in real-time – outside the risks and demands of your day-to-day job.
|Corporate Finance (II)||2 Credits|
This course builds on EMBA 632 (Corporate Finance I) by applying many of the concepts and tools introduced in the earlier course to understand key corporate finance issues, including Corporate Valuation, Corporate Financing, Risk Management and Corporate Restructuring.
|Ethical Leadership||2 Credits|
Teaches students how to: recognize the scope of managerial agency and the economic, legal and ethical responsibilities to various stakeholders; conduct elementary ethical analyses of managerial situations using the principal schools of ethical reasoning; identify the economic and ethical properties of a market mechanism and the means for addressing the limitations of a market; and recognize ethical leadership as the exercise of managerial agency in changing existing values and practices.
|Executive Powers and Negotiation||2 Credits|
Examines ways to expand your power and influence capabilities, as well as enhance your negotiation skills. Guides you in obtaining personal insights into your own approaches, strengths and weaknesses. Provides the opportunity to develop and implement a negotiation plan to apply the course principles in a personal or professional setting.
|Operations Management||2 Credits|
Examines the strategic role that the operations function can play and offers specific tools and techniques that the firm can use for strategy execution. Covers concepts of operations management applied to both manufacturing and services, including operations strategy, analysis of process flows and bottlenecks, waiting line models, total quality management, Six Sigma and lean management.
|Organizational Change||2 Credits|
Develops the fundamental knowledge and skills of students who plan to work with organizations as change agents, whether internally or externally as outside consultants. This course draws on literatures from organizational behavior, organizational change and development, organizational structure, human resource management and strategic management to identify and understand critical factors and underlying processes that drive for and against organizational change. This course also provides students with useful models, tools, and skills for leading and managing organizational change effectively.
|Strategic Management||2 Credits|
Analyze and identify profit opportunities and threats in different industry and competitive environments; Analyze and identify a firm’s valuable assets, resources and capabilities and how they might be protected, leveraged, and extended in the market; Learn how to organize your company to be the best prepared to adapt its strategy over time as the market environment changes; and how to use organic growth as well as mergers, acquisitions, joint ventures, alliances, and divestitures to ensure that the firm maintains the proper scale and scope to compete effectively over time.
|Business Communications||2 Credits|
This course refines student’s skills in written and oral communication to internal and external audiences. Through analyses and practice of communications strategies adopted by successful business professionals, students learn to create effective written communication and compelling oral presentations.
|Opening Residency: Introduction to Fundamentals of Business||2 Credits|
Our three-day, on-campus experience is designed to welcome you to the Smith School community. You’ll get started on coursework, get to know the faculty and staff at the University of Maryland, College Park, and join classmates in the program for some team building – all at the doorstep of our nation’s capital, Washington, D.C.
|Capstone Residency: Integrative Business Simulation||2 Credits|
The capstone experience will help students appreciate the value and interconnectedness of the various functional business areas. The capstone will result in much stronger knowledge of all business areas and a more marketable online MBA degree.
Foundation II Selectives
|Corporate Venturing||2 Credits|
This course explores the skills, techniques, and strategies that are required to instill entrepreneurial behavior and subsequent venture activity in established and large organizations.
|International Business||2 Credits|
Provides a broad look at issues that global organizations face across the enterprise. The course explores international marketing, finance, management and organizational behavior strategies. Students taking the course receive a global business perspective.
|Global Study||4 Credits|
While traveling abroad with a professor, students visit companies to enhance their business acumen and apply their knowledge and skills to solve a cross-border, cross-cultural business challenge. Students choose courses based on opportunities to develop expertise in their area of interest and based on the opportunity to network with colleagues, faculty, and international business executives in their field.
Foundation II Accounting Selectives
|Fraud Examination, Detection, and Deterrence in the Business Environment||2 Credits|
This course examines and discusses issues relating to fraud in the business environment. It is applicable to students in the OMBA accounting, finance, business analytics, or general tracks. Fraud can be perpetrated due to failures in internal controls or ethical conduct in a business, as well as the pressures, motivations, and opportunities of those who engage in the fraud. The objective of this course is to identify the business resources for deterring fraud, evaluating the conditions that permit fraud to occur and to assist management to design effective fraud detection and prevention plans. The course will also introduce management to the steps necessary after fraud is detected, from the conduct of internal investigations to the retention of external consultants and interface with the businesses’ external auditors.
|The Impact of Taxation on Business Entities||2 Credits|
An exploration of the tax aspects of business entities and transactions. The course examines C corporations, S corporations, partnerships and limited liability companies from the standpoint of entity formation, operation and liquidation. The course also provides a basic introduction to the taxation of individuals, with emphasis on individuals as employees and proprietors.
|Financial Planning and Control Systems for Managers and Consultants||2 Credits|
This course provides an analysis of several topics concerning financial planning/control systems (management accounting systems). Topics covered: design and use of cost management systems (including activity based costing systems), financial performance measures for enhancing firm value, managerial incentive contracts and accounting data, management accounting and Internet-based transactions, managing earnings and financial ratios, use of balanced scorecard to evaluate financial/nonfinancial managerial performance, management accounting systems and competitor analysis, behavioral aspects of budgeting, post-auditing of capital investments, accounting/economics aspects of information security, and transfer pricing.
Foundation II Finance Selectives
|Commercial Bank Management||2 Credits|
The financial crisis and subsequent far-reaching overhaul of the financial services sector in the form of the Dodd-Frank Wall Street Reform and Consumer Protection Act, punctuates the critical need for understanding bank structure and their activities, risks and regulatory oversight. Banks are unique among other corporations in their ability to transform liabilities such as deposits into earning assets. The course focuses on bank structure and regulation, governance, asset and liability management and risks affecting financial institutions associated with bank activities.
|Applied Equity Analysis||2 Credits|
This course is designed to apply the core academic concepts to real-world application of the content. The analytical framework and valuation techniques, as well as the practical market information students learn in this class, will be useful for careers in corporate finance, asset management, research, sales, trading, financial market regulation or financial journalism.
|Financial Restructuring||2 Credits|
Examines alternative ways to increase firm value through corporate restructuring, including mergers and acquisitions, spin-offs, carve-outs, leveraged buy-outs, and bankruptcy restructurings. Focus is on theory, practice, empirical evidence, and legal constraints related to each of these forms of restructuring, and emphasis is placed on valuation analysis and strategic considerations.
Foundation II Information Systems & Business Analytics Selectives
|Data Mining and Predictive Analytics||2 Credits|
In business magazines, on TV, and in boardrooms, “big data” and “data analytics” are hot topics. Interest is high as vast quantities of data are being generated these days, including new types of data such as web traffic, social network data, and reviews and comments on websites. This data is a valuable resource that, when used correctly, can create a not only a competitive edge for companies but can lead to better decision making in all sectors of society.
This is the first course in data analytics focusing on descriptive and predictive analytics. This course is intended to provide an introduction to the tools and techniques of data analytics that are central to the analysis of data, with a focus on classification and prediction. A particular emphasis will be placed on understanding the data analytics process, and the outputs of different methods; less attention will be placed on the analytical and algorithmic interpretation of details of the methodology. The focus will be on business applications and examples from Marketing, Finance, Healthcare, and Operations will be used to illustrate the breadth of applications of Data Analytics in Business.
|Managing Digital Businesses and Platforms||2 Credits|
|Social Media and Web Analytics||2 Credits|
The advent of the sharing economy and the growth of social media platforms have provided unprecedented access to vast amounts of information and in the process transformed industries, spawned success stories, and redefined traditional business landscapes. This course will examine the strategic implications of these technological developments for businesses, consumers, and society at large.
In this course, we will review concepts and principles related to online platforms, social media, and web analytics, and examine the opportunities and challenges associated with business use of social media and web technologies. Through a combination of readings, simulations, case discussions, presentations, and hands-on projects/assignments we will learn about (i) the characteristics of networks, platforms, social media, and the sharing economy, and their potential to transform businesses and society, (ii) emerging business models and social media strategies, and (iii) approaches that businesses and policy makers can use to evaluate, apply, and leverage these technologies.
Foundation II Marketing Selectives
|Co-Creating Customer Experience||2 Credits|
You can always attract a customer with a promise, but retaining customers can be more difficult. Co-creating memorable and compelling customer experiences is a key way to retain customers, and in fact, can be a strategic core competence that materially affects a company’s growth and profitability.
This course will help students understand the dynamics and DNA of customer experience, and provide them with a framework for designing, implementing, and innovating customer experience. Students will be expected to apply their understanding of customer experience co-creation to improving or innovating the customer experience for a specific company (example, Arista-cloud networking), brand (example, Airbnb), customer segment (example, low budget business travelers), or product-market segment (example, vehicle accident trauma patients treated in outpatient settings).
|Consumer Behavior||2 Credits|
The field of consumer behavior involves the study of the processes involved when individuals (or groups) select, purchase, use, or dispose of products, services, ideas, or experiences to satisfy needs and desires. This course is intended to enhance your understanding of consumer behavior and how it can be utilized by marketing managers to develop effective marketing strategies.
Understanding all of these factors is essential if you are trying to get a customer to choose your product or service repeatedly over time, in addition to generating word-of-mouth for your product. Understanding consumer information processing also is critical to the successful design and implementation of marketing research. We find that students enjoy learning about consumer research and often end up discovering as much about how they themselves are influenced by marketing actions as about how they can influence others.
|Customer Equity Management||2 Credits|
This course focuses on managing customers of a business – whether in B2B or B2C space – as a portfolio of “equity”, focusing on understanding the current and future value of customers to the business that can aid in selective acquisition, development, and retention of customers using latest developments in information technology. Course participants will examine the conceptual foundations of customer equity, its measurement, its strategic implications, its use for determining the return on marketing investments and its implementations in different business contexts through a variety of cases spanning both B2C and B2B space. The objective of the course is to examine the strategic and analytical aspects of customer equity in equal measure so that participants will have a deeper understanding of the power of customer equity management and how to put it to work effectively in their business.
Foundation II Supply Chain Management Selectives
|Global Trade Logistics||2 Credits|
In today’s international landscape, firms that want to “globalize” their operations must be aware of international distribution systems, governmental restrictions on the movement of goods, export and import documentation and the various players involved in worldwide trade. You can build that knowledge with this course. Get an in-depth view of logistics and supply chain issues related to import/export management. Learn how to operate industry-relevant, cloud-based SAP software. Apply case and theoretical material to examine international issues and then use your new skills to help your organization succeed under global competition.
|Innovative Solutions to Supply Chain Challenges||2 Credits|
In supply chain management, innovation is in constant demand. With this course, you can learn how to make positive changes in your role through supply chain coordination/collaboration strategies and planning and product intermodal operations. Each week’s topic is explored through a computer simulation that allows you to address industry topics in an interactive and illustrative manner.
|Supply Chain Risk Management||2 Credits|
The key to resiliency in the global enterprise is supply chain risk management (SCRM) capability. With this course, you can develop your skills in risk identification, assessment, and mitigation, master industry standard software like Resilinc and learn to enable a team experience with cloud-based supply chain risk analytics and management software, the basis of SCRM.
The Smith Difference is designed to bring your career goals within reach with our personalized resources and quality education.
What is Pearson Online Learning Services?
Pearson Online Learning Services is a division of Pearson Education, Inc. (“Pearson”, “we” or “us”) that partners with University of Maryland (“Institution”) to support select online educational programs (“Programs”). Pearson works in collaboration with the Institution to market and promote the Programs to prospective students, and thereafter may work with enrolled students to provide information, services and support.
What does this Privacy Statement cover?
This Privacy Statement explains the way Pearson collects, uses, maintains and discloses information collected through the Programs. This Privacy Statement applies only to Pearson services and Pearson web pages/sites (“Webpages”) related to the Programs, including online contact forms that you may complete to request information about the Programs. Other websites and programs, including the Institution’s websites linked from Webpages, may have their own privacy policies and practices.
What personal information does Pearson collect through the Programs? How does Pearson use that personal information?
Information Requests. If you complete a contact form on a Webpage or otherwise request help or information from us, we will collect personal information so that we can contact and communicate with you, address your requests and provide information and messages to you about Programs that may be available. This information may include contact information, such as your name, email address and phone number, together with your question or request.
Cell Phone – Text Messaging and Calls. If you provide your cell phone number to us and indicate that we may contact you by phone or text message, we may call you and send your text messages to share information related to the Programs and to provide enrollment and educational program support to you. Message, call and data rates of your carrier may apply. You may opt out of receiving these calls and text messages at any time by telling us in a phone call or following the opt-out instructions contained in the text message. You are not required to provide your cell phone number or consent to receiving phone or text messages in order to receive information and support through the Programs.
Enrollment Support. If you contact or work with an enrollment advisor, we may collect personal information so that we can help you explore eligible educational options and apply for enrollment in eligible Programs. The personal information may include information about your employment history and educational background, such as employers, work experience, schools, areas of study, grades, transcripts and other educational records, together with any information that you may choose to share or that may be requested in the application and enrollment process for eligible Programs.
Educational Program Support. If you enroll in an eligible Program, we may collect personal information for the purpose of providing Program support services to you. These support services may include course selection and registration assistance, degree audits and assistance to help you be successful and stay on track to complete a Program. The personal information may include information about your coursework, grades and other educational records, together with any other personal information that you may choose to share or that may be requested to enable us to provide appropriate support.
Feedback. Pearson may provide you with the opportunity to respond to surveys and to evaluate and provide feedback on the Programs. Pearson may use that information to respond to you about your feedback and to address any issues that you may identify.
De-Identified Data. Pearson may de-identify and aggregate information collected in connection with the Programs and use it to maintain, support and evaluate the efficacy of the Programs; conduct educational research; develop new products and services; and for other purposes. Unless required to do so by law, Pearson will not attempt to re-identify such de-identified data.
Does Pearson use personal information for marketing purposes?
Pearson may use personal information in order to provide messages and information about eligible educational programs and services that may be available from the Institution, Pearson, or other institutions of higher education. If you do not want to receive further emails from us, you may unsubscribe at any time by following the opt-out instructions contained in an email from us.
How does Pearson protect personal information?
We use appropriate commercially reasonable data collection, storage and processing practices and security measures to protect against unauthorized access, alteration, disclosure or destruction of personal information.
Does Pearson share or disclose personal information?
Except as specifically stated in this Privacy Statement, it is our policy not to share or disclose personal information collected through the Programs with third parties other than affiliates of Pearson and other companies and organizations who perform work for or with us under contract and are committed to protect the privacy of personal information in a manner consistent with this Privacy Statement. These affiliates, companies and organizations may also contact and communicate with you, address your requests and provide information and messages to you, on our behalf, about other educational programs, products, or services that may be available.
We may disclose personal information: (a) with your consent; (b) to the Institution; (c) to your employer; (d) in response to a subpoena, court order or legal process, to the extent permitted or required by law; (d) as otherwise required or permitted by law; (e) to protect the security and safety of you and other persons, our systems and the data we hold, consistent with applicable law; (f) in connection with a sale, joint venture or other transfer of some or all of our company or its assets; (g) to address actual or suspected fraud or other illegal activities; or (h) in order to enforce the Institution’s Terms of Service or any contract that we or the Institution may have with you.
Can personal information be accessed or corrected?
You may contact us to request a list of the information we have stored on our system about you by emailing us at firstname.lastname@example.org. To correct or update any information you previously provided to us, please call or email the enrollment advisor you are working with in regards to your Program of interest.
Application and System Logs. Pearson may automatically collect log data related to interactions with our Webpages in order to ensure availability and security. This log data may include browser type, type of computer/device and technical information about the means of connection to the Webpages, such as operating system, internet service provider and IP address. Log data is collected and used to monitor the health of the websites, detect unauthorized access and fraudulent activity, prevent and address security issues and appropriately scale computing resources.
Do Not Track. Do Not Track (DNT) is a proposed mechanism for allowing website visitors to control the collection of certain usage data. Although there has been research into the development of a standard to support the use of DNT signals, there is no adopted standard to follow. The Webpages do not currently respond to Do Not Track signals.
Is this Privacy Statement subject to change?
This Privacy Statement may be revised from time to time through an updated posting. Pearson will identify the effective date of the revision in the posting. Updates may be made to provide greater clarity or to comply with changes in regulatory requirements. If Pearson reasonably believes the updates involve material changes to the collection, protection, use or disclosure of your personal information, Pearson will endeavor to notify you by email or another appropriate way.
What is Pearson’s contact information?
To contact us about this Privacy Statement, please email us at email@example.com.