Curriculum
The curriculum of the Lynn University online MBA is designed to develop global managerial and decision-making skills, allowing graduates to become effective leaders in an increasingly multicultural and multinational environment. Students have the flexibility to fit asynchronous learning activities into their schedules, even if they work full time. We maintain small class sizes to ensure online MBA students can participate in vibrant discussions with their peers and receive individualized attention from professors.
We offer two options for students to earn their degree: our Standard Online MBA and our 10-Month Online MBA. The Standard Online MBA can be completed in 1 year, full-time or 2 years, part-time, and consists of 37 credit hours.
Our 10-Month Online MBA is designed for students with prior business experience, and allows students to choose from any specialization option except for Sports Management. Students who want to pursue the 10-Month Online MBA must meet the following requirements:
- Don’t need the MBA prerequisites, MBA 511 and 512, due to having taken undergrad financial accounting and macroeconomics courses
- Hold at least 3 years of professional leadership work experience (having managed people, projects or budgets)
- Have a GPA above 2.75
Using a general management focus and strategic approach throughout the program, students develop the knowledge and skills to succeed as leaders in our global business landscape:
Online MBA program outcomes
- Broad and integrated knowledge of business functions
- Knowledge of ethical and legal considerations and the social responsiveness to resolve corporate and public issues
- Analytical, problem-solving and critical thinking skills and use of technology related to business decision-making
- Communication and interpersonal skills to lead groups and business organizations
- Foundations and tools to make and implement strategies
- The depth and critical importance of the dynamic and global environment as they influence organizations, decisions and operations
Program structure
Lynn developed the online MBA structure based on decades of experience in distance learning to offer flexibility, convenience and personalization. Specializations are available in a wide variety of business areas. Students also may choose to participate in an optional internship. The program features accelerated, eight-week courses, making it possible to graduate in as little as 10 months.
Curriculum
The 37-credit MBA program is comprised of 22 credits for foundation courses (8 courses), 9 specialization credits, and 6 elective credits.
MBA Foundation Courses, 22 Credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| GSR 501 | Graduate Orientation Seminar | 1 | Description |
|
This is a four-hour, one-credit, pass/fail course, designed to orient students on the various educational technologies used at Lynn University. Topics include access to online instructional materials, iPad Orientation, iTunesU, Canvas and the LU Attendance/GradeBook app.
|
|||
| MBA 600 | Leadership and Management of Organizations | 3 | Description |
|
Introduces students to leading thinkers in business today and to influential theories and approaches to contemporary business issues. Organizational styles, innovation and change, globalization, and technology are among the issues analyzed to determine best practices for leaders and managers. Students will apply these ideas, theories and strategies to analyses of case studies and to examples from their own professional lives.
|
|||
| MBA 601 | Business Modeling | 3 | Description |
|
This course will enable students to create quantitative models using spreadsheet application, as supporting tools for decision-making. The course will follow the case study method, exposing students to business situations typically encountered by business managers. Students will learn how to select the applicable tool to address the situation described in every case, create the corresponding quantitative model. write objective recommendations derived from the analysis, and present these in a simulated boardroom meeting environment.
|
|||
| MBA 620 | Marketing Management in a Global Economy | 3 | Description |
|
This course focuses on the major decisions that marketing managers and top management face in their efforts to mesh the objectives, core competencies and resources of an organization with the opportunities and threats in an increasingly global marketplace. Students apply marketing thinking to products and services for any profit or not-for-profit organization.
|
|||
| MBA 640 | Managerial Accounting | 3 | Description |
|
Accounting as a managerial tool for business strategy and implementation. Key topics include customer satisfaction, total value-chain analysis, continuous improvement, and planning and control techniques linked to key success factors.
|
|||
| MBA 645 | Financial Management | 3 | Description |
|
An analysis and comparison of the various techniques that aid in the decision-making process. Major themes stressed include shareholder wealth maximization, cash flow management, the international aspects of financial management and the standards of ethical behavior adopted by managers.
|
|||
| MBA 650 | Operations Management | 3 | Description |
|
A comprehensive analysis and comparison of the various techniques that can increase productivity for manufacturing and service operations. Provides an opportunity to assess the methods used in striving for long-term strength and growth in economic enterprises.
|
|||
| MBA 690 | Strategic Management Seminar | 3 | Description |
|
In this capstone seminar for the MBA program, students demonstrate their ability to integrate and apply theory to practice in case studies and experiential exercises that require the mastery of strategic thinking. NOTE: Must be completed in the last term, or with advisor’s approval may be completed in the next-to-last term of study.
|
|||
Aviation Management Specialization Courses, 9 credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| MBA 671 | Aviation Organization Operations | 3 | Description |
|
An examination of organizational systems and management in the aviation industry. The emphasis is on development and integration of effective work elements, as well as the varying personnel concerns that must be resolved for successful leadership in the aviation industry. Topics provide insights into behavior, structure, authority, motivation, leadership, organizational development and social responsibility. Students gain an appreciation of the principles, research and applications of organizational theory to the aviation industry.
|
|||
| MBA 675 | Airport Operations | 3 | Description |
|
Focuses on preparation for the American Association of Airport Executives (AAAE) Certified Member designation. It is a study of management and regulatory issues relevant to airport management enabling the student to perform as a leader in the airport and aviation environment. These studies will encompass all aspects of airport and airway management. This course prepares the student to successfully complete the AAAE Certified Member designation examination resulting in one of the most prestigious distinctions in the airport industry.
|
|||
| MBA 678 | Special Topics in Aviation Management | 3 | Description |
|
Lectures and seminars on advanced, selected topics in Aviation Management such as airport security, effects of terrorism on aviation, effects of increased special use airspace on the national airway system and advances in air traffic control. The class also will introduce the student to the impact of other real-world issues as they occur during the semester.
|
|||
The 37-credit MBA program is comprised of 22 credits for foundation courses (8 courses), 9 specialization credits, and 6 elective credits.
MBA Foundation Courses, 22 Credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| GSR 501 | Graduate Orientation Seminar | 1 | Description |
|
This is a four-hour, one-credit, pass/fail course, designed to orient students on the various educational technologies used at Lynn University. Topics include access to online instructional materials, iPad Orientation, iTunesU, Canvas and the LU Attendance/GradeBook app.
|
|||
| MBA 600 | Leadership and Management of Organizations | 3 | Description |
|
Introduces students to leading thinkers in business today and to influential theories and approaches to contemporary business issues. Organizational styles, innovation and change, globalization, and technology are among the issues analyzed to determine best practices for leaders and managers. Students will apply these ideas, theories and strategies to analyses of case studies and to examples from their own professional lives.
|
|||
| MBA 601 | Business Modeling | 3 | Description |
|
This course will enable students to create quantitative models using spreadsheet application, as supporting tools for decision-making. The course will follow the case study method, exposing students to business situations typically encountered by business managers. Students will learn how to select the applicable tool to address the situation described in every case, create the corresponding quantitative model. write objective recommendations derived from the analysis, and present these in a simulated boardroom meeting environment.
|
|||
| MBA 620 | Marketing Management in a Global Economy | 3 | Description |
|
This course focuses on the major decisions that marketing managers and top management face in their efforts to mesh the objectives, core competencies and resources of an organization with the opportunities and threats in an increasingly global marketplace. Students apply marketing thinking to products and services for any profit or not-for-profit organization.
|
|||
| MBA 640 | Managerial Accounting | 3 | Description |
|
Accounting as a managerial tool for business strategy and implementation. Key topics include customer satisfaction, total value-chain analysis, continuous improvement, and planning and control techniques linked to key success factors.
|
|||
| MBA 645 | Financial Management | 3 | Description |
|
An analysis and comparison of the various techniques that aid in the decision-making process. Major themes stressed include shareholder wealth maximization, cash flow management, the international aspects of financial management and the standards of ethical behavior adopted by managers.
|
|||
| MBA 650 | Operations Management | 3 | Description |
|
A comprehensive analysis and comparison of the various techniques that can increase productivity for manufacturing and service operations. Provides an opportunity to assess the methods used in striving for long-term strength and growth in economic enterprises.
|
|||
| MBA 690 | Strategic Management Seminar | 3 | Description |
|
In this capstone seminar for the MBA program, students demonstrate their ability to integrate and apply theory to practice in case studies and experiential exercises that require the mastery of strategic thinking. NOTE: Must be completed in the last term, or with advisor’s approval may be completed in the next-to-last term of study.
|
|||
Entrepreneurial Management Specialization Courses, 9 credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| MBA 651 | Creativity and Innovation | 3 | Description |
|
This course explores the entrepreneurial mindset as it relates to creativity and innovation, as well as reviews the theoretical and applied models of creativity and innovation as they apply to a) individuals, b) groups, and c) organizations. In addition, students will also be exposed to innovative approaches to opportunity recognition and what it means to be truly entrepreneurial and innovative.
|
|||
| MBA 652 | Management Entrepreneurial Ventures | 3 | Description |
|
In this course the process of launching innovative ideas for economic value creation and sustainable successful ventures will be discussed. Formation and implementation of profitable innovations and organizational culture of innovation for business sustainability and growth will also be analyzed.
|
|||
| MBA 653 | Entrepreneurial Financing | 3 | Description |
|
This course offers explanations and means to forecasting and calculating revenues, start-up expenses, and working capital and reserve requirements. It then goes into sources of funding, how to apply for that funding, and how to build a sound argument to attract the funds. The course will pay particular attention to the methods of financing available to entrepreneurs and on how to grow and manage the venture.
|
|||
The 37-credit MBA program is comprised of 22 credits for foundation courses (8 courses), 9 specialization credits, and 6 elective credits.
MBA Foundation Courses, 22 Credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| GSR 501 | Graduate Orientation Seminar | 1 | Description |
|
This is a four-hour, one-credit, pass/fail course, designed to orient students on the various educational technologies used at Lynn University. Topics include access to online instructional materials, iPad Orientation, iTunesU, Canvas and the LU Attendance/GradeBook app.
|
|||
| MBA 600 | Leadership and Management of Organizations | 3 | Description |
|
Introduces students to leading thinkers in business today and to influential theories and approaches to contemporary business issues. Organizational styles, innovation and change, globalization, and technology are among the issues analyzed to determine best practices for leaders and managers. Students will apply these ideas, theories and strategies to analyses of case studies and to examples from their own professional lives.
|
|||
| MBA 601 | Business Modeling | 3 | Description |
|
This course will enable students to create quantitative models using spreadsheet application, as supporting tools for decision-making. The course will follow the case study method, exposing students to business situations typically encountered by business managers. Students will learn how to select the applicable tool to address the situation described in every case, create the corresponding quantitative model. write objective recommendations derived from the analysis, and present these in a simulated boardroom meeting environment.
|
|||
| MBA 620 | Marketing Management in a Global Economy | 3 | Description |
|
This course focuses on the major decisions that marketing managers and top management face in their efforts to mesh the objectives, core competencies and resources of an organization with the opportunities and threats in an increasingly global marketplace. Students apply marketing thinking to products and services for any profit or not-for-profit organization.
|
|||
| MBA 640 | Managerial Accounting | 3 | Description |
|
Accounting as a managerial tool for business strategy and implementation. Key topics include customer satisfaction, total value-chain analysis, continuous improvement, and planning and control techniques linked to key success factors.
|
|||
| MBA 645 | Financial Management | 3 | Description |
|
An analysis and comparison of the various techniques that aid in the decision-making process. Major themes stressed include shareholder wealth maximization, cash flow management, the international aspects of financial management and the standards of ethical behavior adopted by managers.
|
|||
| MBA 650 | Operations Management | 3 | Description |
|
A comprehensive analysis and comparison of the various techniques that can increase productivity for manufacturing and service operations. Provides an opportunity to assess the methods used in striving for long-term strength and growth in economic enterprises.
|
|||
| MBA 690 | Strategic Management Seminar | 3 | Description |
|
In this capstone seminar for the MBA program, students demonstrate their ability to integrate and apply theory to practice in case studies and experiential exercises that require the mastery of strategic thinking. NOTE: Must be completed in the last term, or with advisor’s approval may be completed in the next-to-last term of study.
|
|||
Financial Valuation and Investment Management Specialization Courses, 9 credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| MBA 646 | Measuring and Managing Value | 3 | Description |
|
Application of financial theory and models to valuing companies and investment projects. Topics include valuation techniques, forecasting and analysis of financial statements, estimation of incremental cash flows, determination of cost of capital, valuation of projects and companies, and valuation for mergers and acquisitions. Valuation techniques taught in this course include: Capital Asset Pricing Model (CAPM), Arbitrage Pricing Theory (APT), equity valuation models, discounted cash flow models and financial ration models. Also covered are strategies for WACC determination and global risk determination (Beta).
|
|||
| MBA 647 | Portfolio Management Analysis | 3 | Description |
|
This course acquaints students with modern practices of valuing financial securities and managing investment portfolios. Topics include: securities and capital markets, portfolio optimization methods, asset management and allocation strategies for institutional and individual investors, domestic and international portfolio management, risk management and performance measurement techniques, and efficient market equity valuations.
|
|||
| MBA 649 | Investment Management Seminar | 3 | Description |
|
This course provides the opportunity to utilize the knowledge and skills acquired in the classroom to real-world settings. Students will have two experiences: 1) a course simulation where students throughout the term will be managing a portfolio of financial assets. 2) a consulting project in which the class will be serving as a consulting firm to companies looking to develop new business opportunities and new markets. This project will include financial forecasting, cost basis building for projects, and market research analysis in order to determine if the project is financially feasible for the company’s goals and objectives given their financial constraints.
|
|||
The 37-credit MBA program is comprised of 22 credits for foundation courses (8 courses), 9 specialization credits, and 6 elective credits.
MBA Foundation Courses, 22 Credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| GSR 501 | Graduate Orientation Seminar | 1 | Description |
|
This is a four-hour, one-credit, pass/fail course, designed to orient students on the various educational technologies used at Lynn University. Topics include access to online instructional materials, iPad Orientation, iTunesU, Canvas and the LU Attendance/GradeBook app.
|
|||
| MBA 600 | Leadership and Management of Organizations | 3 | Description |
|
Introduces students to leading thinkers in business today and to influential theories and approaches to contemporary business issues. Organizational styles, innovation and change, globalization, and technology are among the issues analyzed to determine best practices for leaders and managers. Students will apply these ideas, theories and strategies to analyses of case studies and to examples from their own professional lives.
|
|||
| MBA 601 | Business Modeling | 3 | Description |
|
This course will enable students to create quantitative models using spreadsheet application, as supporting tools for decision-making. The course will follow the case study method, exposing students to business situations typically encountered by business managers. Students will learn how to select the applicable tool to address the situation described in every case, create the corresponding quantitative model. write objective recommendations derived from the analysis, and present these in a simulated boardroom meeting environment.
|
|||
| MBA 620 | Marketing Management in a Global Economy | 3 | Description |
|
This course focuses on the major decisions that marketing managers and top management face in their efforts to mesh the objectives, core competencies and resources of an organization with the opportunities and threats in an increasingly global marketplace. Students apply marketing thinking to products and services for any profit or not-for-profit organization.
|
|||
| MBA 640 | Managerial Accounting | 3 | Description |
|
Accounting as a managerial tool for business strategy and implementation. Key topics include customer satisfaction, total value-chain analysis, continuous improvement, and planning and control techniques linked to key success factors.
|
|||
| MBA 645 | Financial Management | 3 | Description |
|
An analysis and comparison of the various techniques that aid in the decision-making process. Major themes stressed include shareholder wealth maximization, cash flow management, the international aspects of financial management and the standards of ethical behavior adopted by managers.
|
|||
| MBA 650 | Operations Management | 3 | Description |
|
A comprehensive analysis and comparison of the various techniques that can increase productivity for manufacturing and service operations. Provides an opportunity to assess the methods used in striving for long-term strength and growth in economic enterprises.
|
|||
| MBA 690 | Strategic Management Seminar | 3 | Description |
|
In this capstone seminar for the MBA program, students demonstrate their ability to integrate and apply theory to practice in case studies and experiential exercises that require the mastery of strategic thinking. NOTE: Must be completed in the last term, or with advisor’s approval may be completed in the next-to-last term of study.
|
|||
Healthcare Management Specialization Courses, 9 credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| MBA 681 | Healthcare Industry | 3 | Description |
|
In this course the complexity of the U.S. healthcare industry with thousands of hospitals, doctor offices, clinics, nursing homes, specialized care facilities, pharmaceutical and biotechnology firms and major manufacturing corporations are discussed. Health policies and the policy decision-making process are explored and methods/approaches for the study of policy and management issues are considered.
|
|||
| MBA 682 | Healthcare Administration | 3 | Description |
|
This course examines the health and human services organizations and the management and organizational theories relevant to effective administration of healthcare institutions. The real cases related to the management of different healthcare organizations are discussed to prepare students for effective administration in a diverse and dynamic healthcare industry.
|
|||
| MBA 683 | Health Insurance and Ethics | 3 | Description |
|
This course analyzes the private and public health insurance plans, benefits and regulations. The managed care and public plans such as Medicaid, Medicare and affordable care are discussed. Private and public sector health insurance, both as provided by employers and government agencies such as Medicaid and Medicare are examined.
|
|||
The 37-credit MBA program is comprised of 22 credits for foundation courses (8 courses), 9 specialization credits, and 6 elective credits.
MBA Foundation Courses, 22 Credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| GSR 501 | Graduate Orientation Seminar | 1 | Description |
|
This is a four-hour, one-credit, pass/fail course, designed to orient students on the various educational technologies used at Lynn University. Topics include access to online instructional materials, iPad Orientation, iTunesU, Canvas and the LU Attendance/GradeBook app.
|
|||
| MBA 600 | Leadership and Management of Organizations | 3 | Description |
|
Introduces students to leading thinkers in business today and to influential theories and approaches to contemporary business issues. Organizational styles, innovation and change, globalization, and technology are among the issues analyzed to determine best practices for leaders and managers. Students will apply these ideas, theories and strategies to analyses of case studies and to examples from their own professional lives.
|
|||
| MBA 601 | Business Modeling | 3 | Description |
|
This course will enable students to create quantitative models using spreadsheet application, as supporting tools for decision-making. The course will follow the case study method, exposing students to business situations typically encountered by business managers. Students will learn how to select the applicable tool to address the situation described in every case, create the corresponding quantitative model. write objective recommendations derived from the analysis, and present these in a simulated boardroom meeting environment.
|
|||
| MBA 620 | Marketing Management in a Global Economy | 3 | Description |
|
This course focuses on the major decisions that marketing managers and top management face in their efforts to mesh the objectives, core competencies and resources of an organization with the opportunities and threats in an increasingly global marketplace. Students apply marketing thinking to products and services for any profit or not-for-profit organization.
|
|||
| MBA 640 | Managerial Accounting | 3 | Description |
|
Accounting as a managerial tool for business strategy and implementation. Key topics include customer satisfaction, total value-chain analysis, continuous improvement, and planning and control techniques linked to key success factors.
|
|||
| MBA 645 | Financial Management | 3 | Description |
|
An analysis and comparison of the various techniques that aid in the decision-making process. Major themes stressed include shareholder wealth maximization, cash flow management, the international aspects of financial management and the standards of ethical behavior adopted by managers.
|
|||
| MBA 650 | Operations Management | 3 | Description |
|
A comprehensive analysis and comparison of the various techniques that can increase productivity for manufacturing and service operations. Provides an opportunity to assess the methods used in striving for long-term strength and growth in economic enterprises.
|
|||
| MBA 690 | Strategic Management Seminar | 3 | Description |
|
In this capstone seminar for the MBA program, students demonstrate their ability to integrate and apply theory to practice in case studies and experiential exercises that require the mastery of strategic thinking. NOTE: Must be completed in the last term, or with advisor’s approval may be completed in the next-to-last term of study.
|
|||
Hospitality Management Specialization Courses, 9 credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| HA 525 | Food Service Administration | 3 | Description |
|
Food service systems and operations. Controls and financial management of efficient food service operations.
|
|||
| HA 530 | Resort Development and Management | 3 | Description |
|
Principles of resort management with particular reference to the social, economic and environmental issues involved in resort development and management.
|
|||
| HA 575 | Service Management | 3 | Description |
|
An integrated approach to the marketing, operational and human aspects of managing a service business. Case studies of service businesses provide the major focus for service management analysis.
|
|||
The 37-credit MBA program is comprised of 22 credits for foundation courses (8 courses), 9 specialization credits, and 6 elective credits.
MBA Foundation Courses, 22 Credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| GSR 501 | Graduate Orientation Seminar | 1 | Description |
|
This is a four-hour, one-credit, pass/fail course, designed to orient students on the various educational technologies used at Lynn University. Topics include access to online instructional materials, iPad Orientation, iTunesU, Canvas and the LU Attendance/GradeBook app.
|
|||
| MBA 600 | Leadership and Management of Organizations | 3 | Description |
|
Introduces students to leading thinkers in business today and to influential theories and approaches to contemporary business issues. Organizational styles, innovation and change, globalization, and technology are among the issues analyzed to determine best practices for leaders and managers. Students will apply these ideas, theories and strategies to analyses of case studies and to examples from their own professional lives.
|
|||
| MBA 601 | Business Modeling | 3 | Description |
|
This course will enable students to create quantitative models using spreadsheet application, as supporting tools for decision-making. The course will follow the case study method, exposing students to business situations typically encountered by business managers. Students will learn how to select the applicable tool to address the situation described in every case, create the corresponding quantitative model. write objective recommendations derived from the analysis, and present these in a simulated boardroom meeting environment.
|
|||
| MBA 620 | Marketing Management in a Global Economy | 3 | Description |
|
This course focuses on the major decisions that marketing managers and top management face in their efforts to mesh the objectives, core competencies and resources of an organization with the opportunities and threats in an increasingly global marketplace. Students apply marketing thinking to products and services for any profit or not-for-profit organization.
|
|||
| MBA 640 | Managerial Accounting | 3 | Description |
|
Accounting as a managerial tool for business strategy and implementation. Key topics include customer satisfaction, total value-chain analysis, continuous improvement, and planning and control techniques linked to key success factors.
|
|||
| MBA 645 | Financial Management | 3 | Description |
|
An analysis and comparison of the various techniques that aid in the decision-making process. Major themes stressed include shareholder wealth maximization, cash flow management, the international aspects of financial management and the standards of ethical behavior adopted by managers.
|
|||
| MBA 650 | Operations Management | 3 | Description |
|
A comprehensive analysis and comparison of the various techniques that can increase productivity for manufacturing and service operations. Provides an opportunity to assess the methods used in striving for long-term strength and growth in economic enterprises.
|
|||
| MBA 690 | Strategic Management Seminar | 3 | Description |
|
In this capstone seminar for the MBA program, students demonstrate their ability to integrate and apply theory to practice in case studies and experiential exercises that require the mastery of strategic thinking. NOTE: Must be completed in the last term, or with advisor’s approval may be completed in the next-to-last term of study.
|
|||
Human Resource Management Specialization Courses, 9 credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| MBA 605 | Managing Human Resources | 3 | Description |
|
A comprehensive study of human resource management in the corporate environment; special emphasis on topics encompassing planning, recruitment, training and development, appraising performance measures, incentive awards, employee benefits, safety and health and creating a high-performance work environment by a team of individuals.
|
|||
| MBA 606 | Employee and Labor Relations | 3 | Description |
|
Addresses labor-management relations in managing human resources. Covers a wide range of issues such as labor law, employee and management rights and responsibilities, collective bargaining/negotiation, impasse resolution (mediation, fact finding, and arbitration), contract administration, employee disciplinary action, and grievance process management.
|
|||
| MBA 607 | Benefits and Compensation Management | 3 | Description |
|
Covers the management of employee benefits, incentives, pay and compensation systems, insurance and occupational safety, law and regulations on employee benefits, retirement benefits, and alternative methods of employee reward systems.
|
|||
The 37-credit MBA program is comprised of 22 credits for foundation courses (8 courses), 9 specialization credits, and 6 elective credits.
MBA Foundation Courses, 22 Credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| GSR 501 | Graduate Orientation Seminar | 1 | Description |
|
This is a four-hour, one-credit, pass/fail course, designed to orient students on the various educational technologies used at Lynn University. Topics include access to online instructional materials, iPad Orientation, iTunesU, Canvas and the LU Attendance/GradeBook app.
|
|||
| MBA 600 | Leadership and Management of Organizations | 3 | Description |
|
Introduces students to leading thinkers in business today and to influential theories and approaches to contemporary business issues. Organizational styles, innovation and change, globalization, and technology are among the issues analyzed to determine best practices for leaders and managers. Students will apply these ideas, theories and strategies to analyses of case studies and to examples from their own professional lives.
|
|||
| MBA 601 | Business Modeling | 3 | Description |
|
This course will enable students to create quantitative models using spreadsheet application, as supporting tools for decision-making. The course will follow the case study method, exposing students to business situations typically encountered by business managers. Students will learn how to select the applicable tool to address the situation described in every case, create the corresponding quantitative model. write objective recommendations derived from the analysis, and present these in a simulated boardroom meeting environment.
|
|||
| MBA 620 | Marketing Management in a Global Economy | 3 | Description |
|
This course focuses on the major decisions that marketing managers and top management face in their efforts to mesh the objectives, core competencies and resources of an organization with the opportunities and threats in an increasingly global marketplace. Students apply marketing thinking to products and services for any profit or not-for-profit organization.
|
|||
| MBA 640 | Managerial Accounting | 3 | Description |
|
Accounting as a managerial tool for business strategy and implementation. Key topics include customer satisfaction, total value-chain analysis, continuous improvement, and planning and control techniques linked to key success factors.
|
|||
| MBA 645 | Financial Management | 3 | Description |
|
An analysis and comparison of the various techniques that aid in the decision-making process. Major themes stressed include shareholder wealth maximization, cash flow management, the international aspects of financial management and the standards of ethical behavior adopted by managers.
|
|||
| MBA 650 | Operations Management | 3 | Description |
|
A comprehensive analysis and comparison of the various techniques that can increase productivity for manufacturing and service operations. Provides an opportunity to assess the methods used in striving for long-term strength and growth in economic enterprises.
|
|||
| MBA 690 | Strategic Management Seminar | 3 | Description |
|
In this capstone seminar for the MBA program, students demonstrate their ability to integrate and apply theory to practice in case studies and experiential exercises that require the mastery of strategic thinking. NOTE: Must be completed in the last term, or with advisor’s approval may be completed in the next-to-last term of study.
|
|||
International Business Management Specialization Courses, 9 credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| MBA 661 | International Trade and Investment | 3 | Description |
|
This analysis of international trade and investment from the perspective of globalization focuses on the traditional theories of trade and investment. The normative aspects of international economics and commerce and the latest development and integration of the world economy will be discussed.
|
|||
| MBA 665 | International Financial Markets | 3 | Description |
|
Overview of the tools (e.g. hedging, swaps, counter trade) and methods financial managers use to solve financial problems that emanate from fluctuating currency exchange rates, currency exchange controls, tariffs, taxes, inflation and accounting practices.
|
|||
| MBA 667 | Focus Country/Region Studies | 3 | Description |
|
This course addresses the cultural, economic, political, labor, and legal characteristics of different regions/countries. In addition to the environmental factors, business opportunities and competitive advantage of the region/country will be discussed. It provides students with knowledge and skills to identify global opportunities and succeed in the world’s most dynamic economies and markets.
|
|||
The 37-credit MBA program is comprised of 22 credits for foundation courses (8 courses), 9 specialization credits, and 6 elective credits.
MBA Foundation Courses, 22 Credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| GSR 501 | Graduate Orientation Seminar | 1 | Description |
|
This is a four-hour, one-credit, pass/fail course, designed to orient students on the various educational technologies used at Lynn University. Topics include access to online instructional materials, iPad Orientation, iTunesU, Canvas and the LU Attendance/GradeBook app.
|
|||
| MBA 600 | Leadership and Management of Organizations | 3 | Description |
|
Introduces students to leading thinkers in business today and to influential theories and approaches to contemporary business issues. Organizational styles, innovation and change, globalization, and technology are among the issues analyzed to determine best practices for leaders and managers. Students will apply these ideas, theories and strategies to analyses of case studies and to examples from their own professional lives.
|
|||
| MBA 601 | Business Modeling | 3 | Description |
|
This course will enable students to create quantitative models using spreadsheet application, as supporting tools for decision-making. The course will follow the case study method, exposing students to business situations typically encountered by business managers. Students will learn how to select the applicable tool to address the situation described in every case, create the corresponding quantitative model. write objective recommendations derived from the analysis, and present these in a simulated boardroom meeting environment.
|
|||
| MBA 620 | Marketing Management in a Global Economy | 3 | Description |
|
This course focuses on the major decisions that marketing managers and top management face in their efforts to mesh the objectives, core competencies and resources of an organization with the opportunities and threats in an increasingly global marketplace. Students apply marketing thinking to products and services for any profit or not-for-profit organization.
|
|||
| MBA 640 | Managerial Accounting | 3 | Description |
|
Accounting as a managerial tool for business strategy and implementation. Key topics include customer satisfaction, total value-chain analysis, continuous improvement, and planning and control techniques linked to key success factors.
|
|||
| MBA 645 | Financial Management | 3 | Description |
|
An analysis and comparison of the various techniques that aid in the decision-making process. Major themes stressed include shareholder wealth maximization, cash flow management, the international aspects of financial management and the standards of ethical behavior adopted by managers.
|
|||
| MBA 650 | Operations Management | 3 | Description |
|
A comprehensive analysis and comparison of the various techniques that can increase productivity for manufacturing and service operations. Provides an opportunity to assess the methods used in striving for long-term strength and growth in economic enterprises.
|
|||
| MBA 690 | Strategic Management Seminar | 3 | Description |
|
In this capstone seminar for the MBA program, students demonstrate their ability to integrate and apply theory to practice in case studies and experiential exercises that require the mastery of strategic thinking. NOTE: Must be completed in the last term, or with advisor’s approval may be completed in the next-to-last term of study.
|
|||
Leadership and Management Specialization Courses, 9 credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| MBA 611 | Leadership & Management Development | 3 | Description |
|
This course offers students the unique opportunity to reflect on individual leadership propensity, and discern strategies for the development of personal leadership strengths. The self-exploration will introduce students to these components of leadership and management development.
|
|||
| MBR 612 | Organizational Culture & Behavior | 3 | Description |
|
This course presents organizations as complex entities dependent upon the behaviors of the individuals within the organizations, the teams that work in them, and the role each plays in exercising the organization’s principles. Students will consider organizational structures, individual behaviors, and the science of teams as critical components for effective organizational culture.
|
|||
| MBR 613 | Leading Change Management | 3 | Description |
|
This course prepares students to lead change. In the dynamic world of business, organizations must be adaptable and creative problem solvers. Students will investigate how aligning values, leadership and strategy leads to effective change management.
|
|||
The 37-credit MBA program is comprised of 22 credits for foundation courses (8 courses), 9 specialization credits, and 6 elective credits.
MBA Foundation Courses, 22 Credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| GSR 501 | Graduate Orientation Seminar | 1 | Description |
|
This is a four-hour, one-credit, pass/fail course, designed to orient students on the various educational technologies used at Lynn University. Topics include access to online instructional materials, iPad Orientation, iTunesU, Canvas and the LU Attendance/GradeBook app.
|
|||
| MBA 600 | Leadership and Management of Organizations | 3 | Description |
|
Introduces students to leading thinkers in business today and to influential theories and approaches to contemporary business issues. Organizational styles, innovation and change, globalization, and technology are among the issues analyzed to determine best practices for leaders and managers. Students will apply these ideas, theories and strategies to analyses of case studies and to examples from their own professional lives.
|
|||
| MBA 601 | Business Modeling | 3 | Description |
|
This course will enable students to create quantitative models using spreadsheet application, as supporting tools for decision-making. The course will follow the case study method, exposing students to business situations typically encountered by business managers. Students will learn how to select the applicable tool to address the situation described in every case, create the corresponding quantitative model. write objective recommendations derived from the analysis, and present these in a simulated boardroom meeting environment.
|
|||
| MBA 620 | Marketing Management in a Global Economy | 3 | Description |
|
This course focuses on the major decisions that marketing managers and top management face in their efforts to mesh the objectives, core competencies and resources of an organization with the opportunities and threats in an increasingly global marketplace. Students apply marketing thinking to products and services for any profit or not-for-profit organization.
|
|||
| MBA 640 | Managerial Accounting | 3 | Description |
|
Accounting as a managerial tool for business strategy and implementation. Key topics include customer satisfaction, total value-chain analysis, continuous improvement, and planning and control techniques linked to key success factors.
|
|||
| MBA 645 | Financial Management | 3 | Description |
|
An analysis and comparison of the various techniques that aid in the decision-making process. Major themes stressed include shareholder wealth maximization, cash flow management, the international aspects of financial management and the standards of ethical behavior adopted by managers.
|
|||
| MBA 650 | Operations Management | 3 | Description |
|
A comprehensive analysis and comparison of the various techniques that can increase productivity for manufacturing and service operations. Provides an opportunity to assess the methods used in striving for long-term strength and growth in economic enterprises.
|
|||
| MBA 690 | Strategic Management Seminar | 3 | Description |
|
In this capstone seminar for the MBA program, students demonstrate their ability to integrate and apply theory to practice in case studies and experiential exercises that require the mastery of strategic thinking. NOTE: Must be completed in the last term, or with advisor’s approval may be completed in the next-to-last term of study.
|
|||
Marketing Specialization Courses, 9 credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| MBA 625 | Integrated Marketing Communication | 3 | Description |
|
Integration of every form of communication to deliver the same powerful message. Students use a customer-focused approach that combines the full range of information tools and points of contact to build customer loyalty. They also develop strategies for the allocation of communications resources.
|
|||
| MBA 626 | Consumer Neuroscience and Behavior | 3 | Description |
|
An introduction to the multidisciplinary field of consumer neuroscience and neuromarketing. The course will cover the basic concepts of the human brain, the elements of the consumer mind as it engages in consumption behavior, current developments in consumer neuroscience research, how its data and insights can be applied in understanding social and organizational buying behavior, and how such information helps construct marketing strategies.
|
|||
| MBA 629 | Digital Marketing Strategies | 3 | Description |
|
Covers up-to-date digital marketing strategies and tactics, such as SEO, User Experience (UX), and website/social media analytics. Topics may include Google digital marketing methods and tools, App designing, omnichannel digital content marketing, digital user experiences in a customer’s journey, Google marketing tools, as well as launching, managing, and analyzing a real digital marketing campaign and consulting projects.
|
|||
The 37-credit MBA program is comprised of 22 credits for foundation courses (8 courses), 9 specialization credits, and 6 elective credits.
MBA Foundation Courses, 22 Credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| GSR 501 | Graduate Orientation Seminar | 1 | Description |
|
This is a four-hour, one-credit, pass/fail course, designed to orient students on the various educational technologies used at Lynn University. Topics include access to online instructional materials, iPad Orientation, iTunesU, Canvas and the LU Attendance/GradeBook app.
|
|||
| MBA 600 | Leadership and Management of Organizations | 3 | Description |
|
Introduces students to leading thinkers in business today and to influential theories and approaches to contemporary business issues. Organizational styles, innovation and change, globalization, and technology are among the issues analyzed to determine best practices for leaders and managers. Students will apply these ideas, theories and strategies to analyses of case studies and to examples from their own professional lives.
|
|||
| MBA 601 | Business Modeling | 3 | Description |
|
This course will enable students to create quantitative models using spreadsheet application, as supporting tools for decision-making. The course will follow the case study method, exposing students to business situations typically encountered by business managers. Students will learn how to select the applicable tool to address the situation described in every case, create the corresponding quantitative model. write objective recommendations derived from the analysis, and present these in a simulated boardroom meeting environment.
|
|||
| MBA 620 | Marketing Management in a Global Economy | 3 | Description |
|
This course focuses on the major decisions that marketing managers and top management face in their efforts to mesh the objectives, core competencies and resources of an organization with the opportunities and threats in an increasingly global marketplace. Students apply marketing thinking to products and services for any profit or not-for-profit organization.
|
|||
| MBA 640 | Managerial Accounting | 3 | Description |
|
Accounting as a managerial tool for business strategy and implementation. Key topics include customer satisfaction, total value-chain analysis, continuous improvement, and planning and control techniques linked to key success factors.
|
|||
| MBA 645 | Financial Management | 3 | Description |
|
An analysis and comparison of the various techniques that aid in the decision-making process. Major themes stressed include shareholder wealth maximization, cash flow management, the international aspects of financial management and the standards of ethical behavior adopted by managers.
|
|||
| MBA 650 | Operations Management | 3 | Description |
|
A comprehensive analysis and comparison of the various techniques that can increase productivity for manufacturing and service operations. Provides an opportunity to assess the methods used in striving for long-term strength and growth in economic enterprises.
|
|||
| MBA 690 | Strategic Management Seminar | 3 | Description |
|
In this capstone seminar for the MBA program, students demonstrate their ability to integrate and apply theory to practice in case studies and experiential exercises that require the mastery of strategic thinking. NOTE: Must be completed in the last term, or with advisor’s approval may be completed in the next-to-last term of study.
|
|||
Media Management Specialization Courses, 9 credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| COM 510 | Communication and Media Technologies | 3 | Description |
|
Studies the development, implementation, role and impact of technology in communication and media with a focus on emergent technologies and how they are adopted by the mass media.
|
|||
| COM 550 | Media and Culture | 3 | Description |
|
This course offers an overview of media research on cultural differences relating to domestic and international concerns. Theories and research pertaining to international media and multicultural communication are reviewed.
|
|||
| COM 575 | Professional Media Presentation | 3 | Description |
|
An in-depth study of professional presentational skills including business presentations, interviewing techniques and performance for the camera. This course combines rhetorical theories with practical skills in delivery, audience analysis and crowd manipulation. Particular attention is given to presentations across a variety of media platforms. Students write press releases, engage in press conferences, group presentations and interviews.
|
|||
The sport management specialization differs from the traditional MBA track in that it consists of 16 credits for foundation courses, 18 specialization credits, and 3 elective credits.
MBA Foundation Courses, 16 Credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| GSR 501 | Graduate Orientation Seminar | 1 | Description |
|
This is a four-hour, one-credit, pass/fail course, designed to orient students on the various educational technologies used at Lynn University. Topics include access to online instructional materials, iPad Orientation, iTunesU, Canvas and the LU Attendance/GradeBook app.
|
|||
| MBA 601 | Business Modeling | 3 | Description |
|
This course will enable students to create quantitative models using spreadsheet applications, as supporting tools for decision-making. The course will follow the case study method, exposing students to business situations typically encountered by business managers. Students will learn how to select the applicable tool to address the situation described in every case, create the corresponding quantitative model. write objective recommendations derived from the analysis, and present these in a simulated boardroom meeting environment.
|
|||
| MBA 640 | Managerial Accounting | 3 | Description |
|
Accounting as a managerial tool for business strategy and implementation. Key topics include customer satisfaction, total value-chain analysis, continuous improvement, and planning and control techniques linked to key success factors.
|
|||
| MBA 645 | Financial Management | 3 | Description |
|
An analysis and comparison of the various techniques that aid in the decision-making process. Major themes stressed include shareholder wealth maximization, cash flow management, the international aspects of financial management and the standards of ethical behavior adopted by managers.
|
|||
| MBA 650 | Operations Management | 3 | Description |
|
A comprehensive analysis and comparison of the various techniques that can increase productivity for manufacturing and service operations. Provides an opportunity to assess the methods used in striving for long-term strength and growth in economic enterprises.
|
|||
| MBA 690 | Strategic Management Seminar | 3 | Description |
|
In this capstone seminar for the MBA program, students demonstrate their ability to integrate and apply theory to practice in case studies and experiential exercises that require the mastery of strategic thinking. NOTE: Must be completed in the last term, or with advisor’s approval may be completed in the next-to-last term of study.
|
|||
Sports Management Specialization Courses, 18 credits
| Course Number | Course Name | Credits | |
|---|---|---|---|
| SAM 604 | Management of Sports Business | 3 | Description |
|
Application of management theory and practice to sports administration. Emphasis on organizing, structuring and maintaining a successful department. Day-to-day operations reviewed along with facility management, fiscal and budgetary aspects, personnel selection and supervision, public relations, and office management.
|
|||
| SAM 610 | Sports Marketing and Public Relations | 3 | Description |
|
The purpose of the course is to expose students to various aspects of the sports marketplace, including, but not limited to, athlete representation, and legal issues including, but not limited to, the Internet, individual and corporate marketing, and public relations strategies. The course will examine trends in the industry, analyzing their present and future effects on both the particular sport and sports in general.
|
|||
| SAM 635 | Issues in Intercollegiate Professional Sports | 3 | Description |
|
An overview of critical issues of national interest in both collegiate and professional sports: Title IX, Gender Equity, scholarships and payment of athletes, recruiting policies, professional agents, and other current matters of prime importance in the field.
|
|||
| SAM 630 | Legal Aspects of Athletics | 3 | Description |
|
General overview of the fundamentals of sports law. Emphasis on those areas of sports law that impinge on the daily business routines of lawyers and sports professionals. Topics include school, coach and medical liability, as well as liability, injuries, warnings, waivers, contracts, and discrimination.
|
|||
| SAM 670 | Current Topics in Sport Management | 3 | Description |
|
This course addresses various topics of current interest not covered in other courses and particularly related to coaching administrative skills that meet state certification requirements in education or other areas.
|
|||
| SAM 680 | Internship in Sports Management | 3 | Description |
|
The internship provides an opportunity to apply beginning knowledge and theory to professional practice.
|
|||
Request information
To learn more about Lynn University and one of the top online MBA programs in Florida download a free brochure by filling out the fields below. You can also call (877) 388-7239 to speak to one of our admission counselors about the degree program.
* All fields are required. Your privacy is protected.
Are you enrolling from outside the U.S.? Click Here.