eduglopedia.org

Summary

Acquire valuable skills necessary to be a technology leader in tomorrow’s global business environment.  The Coles College MBA-MSIS brings business strategy to technology projects and technological innovation to business challenges.  By blending best business practices and strategic technology skills, students acquire the knowledge necessary to become qualified and capable leaders for cutting-edge global organizations.

Courses are delivered at times and locations which are convenient for the working professional.  MBA courses are offered at both our Kennesaw Campus (one night a week, starting at 5pm or 8pm) and at the Coles College facilities at the Cobb Galleria complex (one night a week, starting at 6pm).  IS courses are offered on the Kennesaw Campus.

Curriculum

The Coles College MBA-MSIS consists of 51 hours of graduate study, including 27 hours of business administration courses and 24 hours of information systems courses. Students are required to take the core courses from both the MBA and MSIS programs, plus one elective MBA course.

Scholarships available Yes

Courses

Lecture
This course provides managers with an overview of key accounting issues, with an emphasis on concepts, tools, and international perspectives that will provide direct benefits in the workplace. Areas covered include reporting performance to stakeholders outside the entity, using accounting information inside the entity to make decisions and control behavior, and ensuring the reliability of accounting information.

Note This course may not be used in the MAcc program.
 264
Lecture

An overview of models and techniques that guide a manager’s decisions regarding resource allocation. Topics include economic profit and value creation, optimization techniques, analysis of costs, transfer pricing, choice under uncertainty, foundations of risk management, real options, revenue management, statistical estimation of demand, and models of strategic decisions.

 295
Lecture

The study of financial management as it affects the value of the firm in a competitive business environment. The course focuses on capital investment strategies, cost of capital, rate of return, capital replacement, valuation, and risk taking. The emphasis is on how finance theory translates into practice.

 255
Lecture

This course will provide students with a study of the application of computer and statistical techniques to the management of information, and the science and art of turning data into information. This course requires the student to further refine technical research and authoring skills, report writing and presentations, computer-based statistical analyses and information organization and presentation.

 276
Lecture

In this introduction course, students learn the principles, applications and management of computer information systems. Criteria to assess the valuee, risks, and costs associated with computer information systems and how these technologies bring measurable strategic and tactical advantages are analyzed. Issues relating to successful organizational adoption as well as ethical, moral, social, and legal aspects of computer information systems in business processes are discussed. Business cases bolster the theories from text and provide real-world contexts for exploration, understanding and analysis of strategic objectives including those relating to successful implementation of computer information systems in ERP, Supply Chain, CRM, and E-business.

 375
Lecture

Implementation and reflection of project management principles for Information Systems projects. Students will analyze case studies and readings that address project risk management, project portfolio management, project management for global teams, integrated project teams, and virtual project teams. Project management software will be used to facilitate team projects and project reporting.

 271
Lecture

This course is a case based survey of contemporary legal and ethical issues faced by IS professionals. Topics include a review of applicable statutes and regulations that impact the IS organization. Students will conduct on-line research and explore ethical issues at the leading edge of the organization’s technology frontiers.

 220
Lecture

Modern information systems contain many vendor-supplied components that must be selected, integrated, tested, and installed. This course analyzed current practices in systems integration, including enterprise resource planning (ERP), supply chain management (SCM), customer relationship management (CRM), and data integration. Further, this course explores the impact of enterprise models on work practices and the role of systems in transforming global organizations and markets.

 219
Lecture

This course addresses emerging technologies, how they evolve, how to identify them, and the effect of international, political, social, economic, and cultural factors on them. This course describes the business impacts of disruptive technologies, international perspectives on emerging technologies, and forecasting methodologies, such as monitoring, expert opinion, trend analysis, and scenario construction.

 352
Lecture

This course examines the concepts and issues inherent in global/international IT. The global IS economy is characterized by an environment where customer and supplier organizations can buy or sell IS products and services from/to anywhere on the globe. This new environment is largely fostered by the spread of the Internet, global software development standards, global software packages, and fewer trade restrictions, U.S. organizations now regularly source software development, software maintenance, systems upgrades, platform transitions, help desks, and other IS-related work globally. In this course, students will use case studies and readings to analyze, interpret, and discuss companies that compete in the global IT environment.

 259
Lecture

A capstone course, which integrates the program’s coursework into comprehensive, IS policies and procedures, which support the organization’s mission. Students will review and evaluate actual corporate IS strategies in a case-study format.

 249
Lecture

This course focuses on the IT leadership of an overall organizational system consisting of the enterprise itself, the IS function and its role in using IT and information assets to support the organization, and the information technology architecture. Basic concepts of the leader, follower, and situation that influence IT decision-making are discussed. The role of the CIO within the organization is also discussed.

 299
Lecture

A detailed study of strategic and tactical planning for non-standard operations resulting from events beyond the organization’s control. Disaster Recovery and Business Continuity Planning prepares the student to develop and execute plans to enable the organization to recover operations and continue critical business functions in the event of a disaster. This course includes an overview of incident response planning as a possible precursor to Disaster Recovery and Business Continuity and also examines Crisis Management planning.

 257
Lecture

The objective of this course is to learn how to maximize the overall value to the customer for the least cost possible. The value is the difference between what the final product (or service) is worth to the customer and the effort the system expends in filling the customer’s request. Successful value chain management requires several decisions relating to the flow of information and products or services. Decisions fall into these three categories: (1) value chain strategy, (2) value chain planning, and (3) value chain operations. The topics include competitive scope and the value chain, the value chain and organizational structure, product/process design, capacity/inventory management, location/distribution management, quality, forecasting, shop control, cost evaluation, and their interrelationships.

 329
Lecture

This course explores some of the many ways in which human behavior affects how one manages and leads and ultimately how it affects individual, group, and organizational performance. The course will examine behavioral issues from both the macro and micro level with three principal areas of focus: Individual and organizational effectiveness. Organizational behavior what people think, feel, and do in organizations. Leading organizational change. A conceptual understanding and knowledge of the applied consequences of these issues are requisite to understanding business matters as diverse as employee discipline policies, career development, marketing and promotion strategies, and the economics of the firm. The principal areas will be examined with a thorough grounding in theory yet with a focus on how the associated knowledge and skills may be applied to develop better managers, leaders, and global citizens.

 243
Lecture

An integrative capstone course designed to provide an executive viewpoint of strategy formation and management of an enterprise. Teaches how to audit and analyze complex situations to determine the firm’s strategies for long-run survival and growth in competitive markets. Examines techniques for analysis of environmental conditions and trends, opportunities and threats, resource strengths and limitations. Suggests how to plan, implement, and control organizational efficiency and effectiveness at both the strategic and operational level.

 382
Lecture

Development of marketing strategies and programs and their application in firm’s decision-making. Examination of the impact of marketing strategies on firm’s financial performance. Cases, competitive marketing simulations, and marketing plan developments will be used to provide for application experience.

 259

Ratings

Overall ratings for MBA/MSIS Dual Degree Program
 
Comments

Editors

 
Feedback