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E.M.B.A. class members represent all types of industries and professions. In fact, our purpose is to make the class a microcosm of the business world, including diversity on the basis of gender, ethnic background, and nationalities.
Financial Accounting Applications. [ACCY 505, Financial Accounting Concepts (2)]. The course assumes no previous background in accounting, but moves quickly through the fundamentals. The focus is on what accounting statements mean to the executive.
Managerial Concepts for Executives. [MGMT 505, Principles of Management (2)]. The course builds upon the student's managerial experience using a series of independent readings and papers. Students are required to evaluate alternative theories and discover the managerial approach appropriate for their current and future leadership positions.
Technology for Executives. [OMIS 507, Business Information Systems (2)]. The course introduces information technology concepts, uses, and issues. The focus will be on effective utilization of information system technology by business professionals.
Marketing Management. [MKTG 505, Graduate Survey of Marketing (2)]. No previous academic background in marketing is assumed, but the course quickly presents the principles. The focus is on the management of the marketing function.
Legal Issues Facing Managers. [MGMT 511, Legal Aspects of Business (2)]. No previous legal training is assumed, but the course quickly immerses students in the types of legal issues managers must face.
Quantitative Approaches to Decision Making. [OMIS 524, Business Statistics (2)]. The fundamentals of statistics are reviewed. The focus is on the applications to industry and business. Students who have not satisfactorily completed the equivalency undergraduate course will be enrolled in the course in the summer between the first and second year of the program.
Economic Forecasting. [FINA 500, Survey of Business Economics (2)]. The course introduces basic economic principles used by corporate executives.
Financial Management. [FINA 505, Fundamentals of Financial Management (2)]. No previous academic background in finance is assumed. The focus is on financial principles, building upon the previous financial accounting course. 
Operations Management. [OMIS 505, Principles of Operations Management (2)]. Issues and problems facing operations managers in the manufacturing and service environments are examined. Topics include product and capacity planning, quality and inventory management, and operations planning and control systems. This course is taught in the second year.
Global Business Issues. [FINA 685 656, International Business Finance (3)]. The course provides students with a multi-disciplinary framework to analyze and assess international business environments that companies face when conducting business across borders.
International Studies. [MKTG, Marketing Seminar (3)]. Students participate in a mandatory nine-day international study program. The trip is scheduled in May. The trip is structured to include a mix of company visits, government briefings, and/or university lectures delivered in the countries visited. This past May students traveled to Budapest Hungary and Vienna Austria. Company visits included GE Hungary, Pepsi Americas, The American Chamber, Greif Hungary, ITD Hungary, and the U.S. Embassy. The cost of the trip is included in the program fees.
Statistics for Management. [OMIS 524, Business Statistics (3)]. The fundamentals of statistics is reviewed. The focus is on the applications to industry business. Students who have not satisfactorily completed the equivalency undergraduate course will be enrolled in the course either in the summer prior to the first year of classes or in the summer between the first and second year of the program.
Human Resource Management. [MGMT 635, Managing Behavior in Organizations (3)]. The course examines motivation, teamwork, conflict, leadership, and other behavioral concepts that influence individual, group, and organizational effectiveness.
Operations Management. [OMIS 627, Operations Analysis (3)]. Analysis of the concepts, problems, and approaches to the solution of significant operations problems. Case analysis and quantitative solutions within a global competitive environment are presented.
Managerial Accounting Controls. [ACCY 630, Managerial Accounting Concepts (3)]. The course focuses on the firm's internal accounting reports and controls with an emphasis on budgeting and controlling operations.
Strategic Marketing. [MKTG 654, Marketing Management (3)]. In-depth analysis of the marketing plan of an organization. Requires several case analyses.
Information Systems Technology. [OMIS 640, Management of Information Systems Technology (3)]. Applications of information systems in strategic decision making and organizational leadership. Also application of management information as an organizational resource.
Financial Planning and Controls. [FINA 607, Financial Analysis (3)]. A case-oriented course that builds upon the principles of finance presented in the previous finance course. Requires several class presentations and written case analyses.
Overall Policy Analysis. [MGMT 672, Strategic Management and Policy (3)]. Capstone course focusing on issues of overall organizational goals, policies, and ethics.
Capstone Case Study. [MGMT 637. Entrepreneurship and Venture Management (3)] The Executive M.B.A. Capstone Project is live case competition that uses a real company, a real business situation, and real people. Unlike other case studies that give students a hypothetical situation to evaluate; the NIU Capstone Project involves real-life applications.
| 8:00 - 10:00 a.m. | Class |
|---|---|
| 10:00 - 10:15 a.m. | Morning Break |
| 10:15 - noon | Class (continuation of morning class) |
| 12:00 - 1:00 p.m. | Lunch |
| 1:00 - 3:00 p.m. | Class |
| 3:00 - 3:15 p.m. | Afternoon Break |
| 3:15 - 5:00 p.m. | Class (continuation of afternoon class) |
For more information, attend one of our open houses or contact us today at (866) NIU-MBA1 (648-6221) or mba@niu.edu.