Accelerated MBA

It primes you to take initiative in a different way. I finished school thinking as a manager, as a business owner.
— Elisabeth Cardiello '06 M'07

The Accelerated MBA is an intensive, 12-month program completed in three semesters, starting in May.

Throughout the program, your cohort of 12-16 bright and highly motivated students takes courses together in a prescribed sequence. The curriculum includes Capstone Simulation (Capsim), a Global Competitive Business Study, and Lean/Six Sigma protocols. You’ll learn about major business disciplines, including finance, marketing, international business, and economics.

We focus primarily on strengthening your analytical and problem solving skills, managerial leadership and responsibility, information technology abilities, and effective communication and writing. An international trip will bring you to one or two foreign countries in the Global Competitive Business Study.

Program Structure

The Accelerated MBA is an intensive, full-time program with 46 total credits. Classes are held on three weekdays, from morning until late afternoon, with most classes meeting once a week for three hours. The two remaining weekdays are intended for students’ homework assignments and solo or group study.

Summer Semester

Semester Break

  • Team building activity: Before traditional coursework begins, all students in the program, the program director, and some faculty teaching in the program will spend four days off campus working together doing team-building exercises and learning to work together cohesively while being introduced to the complete program.

Session A

  • Business Ethics
  • Managerial Communication

Session B

  • Financial and Managerial Accounting
  • Strategic Marketing

Fall Semester

Session A

  • Managerial Finance
  • History of Management Thought
  • Leadership Development

Session B

  • History of Management Thought
  • Leadership Development
  • Statistics for Managers
  • Economics for Managers

Spring Semester

Session A

  • Globalization and its Impact on Organization
  • Strategic Leadership and Change
  • Strategic Management

Spring Break

  • Global Competitive Business Study: a one-week program in the major business centers of one or two foreign countries. Past AMBA cohorts went to Germany, Switzerland, Ireland, France, Belgium, and the Netherlands.

Session B

  • Action Learning Project: students are placed in an organization and given a specific organizational problem or issue to resolve or address
  • Reflective Tutorial and Career Development
Course Descriptions

BUA 600 Team Building. Before traditional coursework begins, all students in the program and some faculty teaching in the program will spend four days off campus working together doing team-building exercises and learning to work together cohesively while being introduced to the complete program. Theories of leadership and team building will be presented and tested. All faculty join for lunch or one afternoon to explain Teaching Philosophy. 3 credits.

BUA 613 Statistics for Managers. This course focuses on the practical application of statistical techniques to specific management problems. Topics include: presentation of data, defining variables, descriptive statistics, measures of central tendency, probability distributions, hypothesis testing, analysis of variance, chi-square testing, and correlation – regression analysis. 3 credits.

BUA 617 Economics for Managers. This course provides the economic analysis and applications necessary for managerial decision making, Topics include: demand, supply and elasticity, estimating demand functions, the fundamentals of macroeconomics and forecasting, the analysis of production, cost and technology, and market structure and strategic planning. Course presentation relies heavily on case analysis. 3 credits.

BUA 619 Financial and Managerial Accounting. Covers basic accounting theory and practice with special emphasis on the concepts of understanding income determination, cash flow, and the managerial uses of accounting information. Topics include: transaction and cost operations, depreciation, inventories, statement preparation and analysis, stockholders’ equity transactions, fund statement, capital budgeting, and special analysis for management. 3 credits.

BUA 620 Managerial Finance. The study of financial techniques designed to maximize the value of the corporation. Topics include: capital budgeting and discounted cash flow techniques, leasing, cost of capital, equity and bond financing, working capital management, financial statement analysis, and capital structure. This course will be integrated and team taught with BUA 617. 3 credits.

BUA 621 Business Ethics. An understanding of important ethical issues that a manager faces with respect to employment and the continued running of a firm. Emphasis will be placed on applying ethical theories to practice through the analysis of case studies. 3 credits.

BUA 622 Managerial Communication. Designed to prepare business leaders for the communication challenges of the workplace, this course works with students to improve their oral presentation skills, written skills, and graphic skills; regardless of current skill level. The goal is for each student to complete the course highly competent in each of these areas. 3 credits.

BUA 623 Leadership Development. An intense course focusing on the skills necessary to promote and manage individual as well as group dynamics in today’s business environment. With a combination of theory, personal assessment and new cognitive skills the student will be exposed to conflict resolution, giving and receiving feedback, creating vision and team-building, including coaching and mentoring. In addition, leadership values and styles with negotiation and decision making activities will better equip the student for real life situations. Case studies,videos and role playing exercises will be a significant part of the course. 3 credits.

BUA 625 Strategic Marketing. This is a rigorous advanced course in competitive strategy set at the level of the business as it faces competitors at the product market level. The course consists of lectures and formal case presentations recommending strategic actions by student teams to counterpart teams representing senior managers responsible for approving their recommendation. Topics covered include both the process and content of strategic action and interaction, strategic models, brands as a source of competitive advantage, methods for comparing competitive offers and strategies, scenario analysis, competitive signaling, and competitive intelligence. 3 credits.

BUA 628 Excel for the Hyper-connected Manager. The purpose of this course is to provide students with the most up-to-date MS Excel skills used in this hyper-connected world we call the workplace. Students will learn how to use MS Excel to analyze data, use this date to aid in making real world business decisions and use this program as a presentation tool. The content earned in this course will give students proficiency above and beyond the average skill level of most users thus making them more attractive candidates in the global job market. 3 credits.

BUA 632 Working Capital Management. Exposure to corporate decisions in restructuring and managing working capital while assessing the risks and returns of corporate decisions. This course will arm the MBA graduate with the tools to ascertain optimum strategies for strategic forecasts and financial decisions. Topics include management of short/long term assets and liabilities, financial statement analysis, planning, budgeting, strategic plans and bankruptcy. Financial instruments including stocks, bonds, futures, options and swaps will be discussed. Financial calculator (TI BA II Professional) and excel functions will be utilized in all facets of working capital decision making, incorporating FV, NPV and IRR. 3 credits.

BUA 640 Global Competitive Business Study. Students will attend a one-week field project overseas that is related to international trade, government – business relations, and political economy. 3 credits.

BUA 652 Strategic Management. This course examines the development and implementation of long–term plans designed to give the organization a competitive advantage. It investigates how industry structure and dynamics impact strategy development and examines how core competencies are developed. Relies heavily on the use of cases. 3 credits.

BUA 660 Strategic Leadership and Change. This course examines the roles and functions of general managers and their attempts to affect organizational change. It explores the nature of power and influencing tactics employed by managers in-depth. An integral part of the course is the use of a large – scale computer simulation, in which participants occupy specific managerial roles in a fictitious diversified organization. Facilitators will observe the behavior of the participants and provide feedback on their leadership and influencing styles and effectiveness. The Capsim simulation will tie together all aspects of the AccMBA in a real life competitive environment. 3 credits.

BUA 661 Action Learning Project. Each student group, under the supervision of faculty, would function as “consultants” for specific companies and develop plans to respond to business problems facing these organizations. These groups would make presentations of their findings to the organizations’ management on-site with faculty present. This presentation would serve as the final examination for the course. 3 credits.

BUA 662 Reflective Tutorial and Career Development. This course would serve as a means for the student to synthesize, tie together, and critique the program. This course would also include training from the College’s career development office with respect to resume writing and job search. 1 credit.

Donald Crooks

Chair & Director of AccMBA & EMBA, Business Department

Director of Graduate Business Programs, Business Administration Campus Hall 225 Department Chair, Director of Accelerated M.B.A and Executive M.B.A. programs. Certified Black Belt Lean/Six Sigma