The Master of Science in Management (MSM) at MVNU is a tightly-focused, fast-paced program that provides skills in the functional areas of business along with essential executive and leadership skills. Designed for aspiring leaders in the non-profit, human services, and government sectors, students learn to communicate effectively, lead organizational change, maximize human resources, and compete globally. It consists of the 9-course, 27-credit-hour Graduate Business Core, followed by 1 course of your choice (from any of the MBA concentrations), for a total of 30 hours.
While we pride ourselves on the quality of our programs and our supportive faculty, we believe you'll experience much more at MVNU—a program that focuses on the development of the individual as a whole person. The value of our program is enhanced through the outstanding customer service and personal interest we provide to help you achieve success.
Learn how to start the enrollment process for the MSM program today.
Graduate Business Core
The foundational course, Ethics, Leadership, and Faith, must be your first course, while Strategic Management must be your final course.
|Course Number||Course Name||Credit Hours|
|MAN6123||Legal Issues in Management||3|
Master of Science in Management
Choose one of the courses listed below to complete the MSM.
|Course Number||Course Name||Credit Hours|
|FIN6023||Markets and Institutions||3|
|HRM6013||Training and Development||3|
|HRM6023||Performance and Reward Systems||3|
|HRM6003||Strategic Programming in Human Resource Management||3|
|HCA6013||Financial Management in HCA||3|
|HCA6033||Health Services Administration||3|
|HCA6043||Legal Aspects of HCA||3|
|HCA6053||Management of HC HR||3|
|HCA6063||Quality mangement in HC Organizations||3|
|HCA6073||Leadership in HC Organizations||3|
|Total||3 (choose one)|
Graduate Business Core
Ethical Leadership (3)
An examination of current theories and practices of leadership, along with an exploration of the thesis that effective and ethical leadership lies in a commitment to universal moral principles, including justice, integrity, and compassion. Challenges to this thesis are also examined.
Organizational Behavior (3)
A systematic examination of variables, psychological and sociological, that are important in the comprehension of individual motivation, the managing of groups, interpersonal relationships, and organizational effectiveness, as well as creativity and leadership within the organization.
Legal Issues in Management (3)
A course designed to give students an understanding of the legal concepts, rights, obligations and liabilities faced in the business environment. This course focuses on the arena in which commercial transactions occur and the legal issues that arise with these transactions. It is the goal of this course to prompt students to proactively consider legal issues among the decision dimensions when making a business decision.
Managerial Economics (3)
A study of the concepts of microeconomics and macroeconomics theory and policy including the concepts of demand and supply theory, resource and product markets, fiscal and monetary policy, and price theory and profit maximization.
Marketing Management (3)
An introduction to the theory and practical application of marketing principles. Special emphasis is given to developing a framework for analyzing strategic marketing situations by defining target markets and developing a marketing mix related to the market stakeholders of the organization.
Global Business (3)
An intensive course designed to give a thorough understanding of the important dimensions of conducting business internationally. Students will gain an appreciation of the complexities associated with international business including: the importance of cultural differences, choice of modes of entry, strategic marketing strategies, strategic human resource strategies, and important international business theories.
Managerial Accounting (3)
A comprehensive examination of managerial accounting on the use of accounting data in the management of an organization. What accounting data are interesting and how they might be used depend on what the manager is seeking to accomplish and what other information is available.
Corporate Finance (3)
An advance study of risk management, capital budgeting, cost of capital, capital structure, the function and role of capital markets, and analysis of financial statements.
Strategic Management (3)
A capstone study of how firms formulate, implement, and evaluate strategies. Students study strategic management concepts and techniques used to chart the future direction of different organizations. The major responsibility of the student is to make objective strategic decisions based on an integrated perspective of the program curriculum and to justify their decisions through oral and written communication.
Master of Science in Management (Select One)
An introduction to securities and the securities market including equities, fixed-income securities, and derivatives. Fundamental analysis is stressed but technical analysis is included. The risk-return tradeoff is emphasized within a diversified portfolio. Other topics include market efficiency and market indices.
Markets and Institutions (3)
A study of the management of financial intermediaries and other financial institutions. Topics include asset, liability, risk management, functions and practices of domestic and international debt markets, and asset securitization. Forces imposing changes as institutional structure are included.
Financial Planning (3)
A guide to personal finance for achieving financial objectives and making effective financial decisions. Topics include: budgeting, personal financial statements, individual income taxes, major, purchases, use of credit and bank loans, insurance, investing, retirement planning and estate planning.
Training and Development (3)
A study of the chief learning officer (CLO) or chief knowledge officer (CKO) and how this is viewed as a corporation asset. The course is designed to help human resource administrators improve the effectiveness of employees through learning opportunities and through changes in patterns of relationships among work groups. Special emphasis is given to methods of training, learning and developing all levels of employees.
Performance and Reward Systems (3)
A study of problem-solving and decision-making skills when managing performance issues and reward incentives in human resources. Special emphasis is given to performance appraisal systems, methods, theory and skill development techniques, workplace performance, salary and wage structures, compensations systems, incentive and reward programs, benefits, and employee motivations. Theories and practical applications are emphasized.
Strategic Programming in Human Resource Management (3)
An introduction to strategic problem-solving and decision-making to manage the human resource functions of an organization. Processes for managing and evaluating human resource functions are examined: benchmarking, measurement, and evaluation techniques. Other topics include the activities that support and develop employees in a manner that contributes to the organization’s vision, mission, goals and business strategies.
Change Management (3)
A study of the role of the manager in the context of a changing environment. Special emphasis is given to current theories and strategies for leading an organization through transition. Students gain an understanding of management issues involved in implementing a major initiative, supervising staff and maintaining productivity despite resistance or personnel shifts, and sustaining commitment to new practices over time.
Operations Management (3)
A study of business processes, procedures and strategies used to transform inputs into finished goods and services. The course consists of two main components: a body of knowledge component and a critical thinking component.
Financial Management in Health Care Environments (3)
An introduction to financial principles and concepts as applied to health care financial management of both for-profit and not-for-profit entities within the context of the health care environment. Basic vocabulary, processes, functions and reports are presented, including financial statements as commonly seen in health care environments. In addition, considerations for cash flow, payables and receivables, and considerations in working with various types of revenue streams are also presented.
Health Services Administration (3)
An introduction to the structure and components of the health care delivery system in the United States.
Legal Aspects of Health Care Administration (3)
A study of principles and theories of law that relate to health care delivery. Applications in law are examined, both generally and in relation to health care liability and risks facing health care administrators. Topics include the legal system in the United States, tort law, professional negligence, contracts, anti-trust issues, corporate liability, department liabilities, information systems and management, issues of consent, reporting requirements, rights of patients, malpractice insurance, labor relations, employment law, managed care, and risk reduction.
Management of Health Care Human Resources (3)
A study of key concepts, principles, and practices of human resources management for health care professionals. Special emphasis is given to conflict, stress management, legal issues, regulatory issues and other essential aspects of personnel management.
Quality Management in Health Care Organizations (3)
Special emphasis is given to measurement and improvement of quality in health care organizations. Special emphasis is given to commonly used principles and practices of quality management in health care.
Leadership in Health Care Organizations (3)
A synthesis of theories, strategies, and systems of managing and leading health care organizations. Distinctive leadership styles are studied and considerable attention is given to insights gained from real life leadership scenarios.