Business

BBA 302 — Statistics for Managers. 4 hours.

This course provides a practical introduction to the tools needed to perform basic analysis of critical organizational data related to issues of quality control and decision-making. Topics covered include graphic and tabular summarization, measures of central tendency and dispersion, sampling distributions and estimation, hypothesis testing, analysis and variance, nonparametric methods, and regression analysis.

BBA 305 — International Economic Systems. 4 hours

This course provides an examination of the alternative forms of economic organization that exist around the world. Areas of emphasis include the existing variations in the demographic capitalist framework; the ongoing process of transition in formerly socialist nations; the emergence of new sources of competition within the global economy; and the interaction between economics, politics, and culture in various societies.

BBA 311 — Interpersonal Leadership. 3 hours

An overview of important concepts of self-management and awareness of effective skills for implementation in college level study. Throughout the course, advanced critical thinking, problem-solving and communication skills are emphasized in the exploration and evaluation of significant ideas. The course is designed to assist individuals at the Bachelor's completion level of study as they set the stage for success by focusing on ways to develop a healthy self-concept and by recognizing the relationships between the results of personal effort and constructive strategies for working, studying and relaxing.

BBA 312 — Advanced Strategies for Success. 3 hours.

The objective of this course is to develop effective skills for implementation in the junior and senior college level study in the accelerated Bachelors Degree Completion program. Course assignments are designed to assist learners as they set the stage for success by focusing on development of constructive strategies for working and studying. Topics addressed will include: advanced writing development in various formats, conducting library research and using proper APA format; computer and BlackBoard review; advanced presentation skills, including Power Point training if needed; and ONU policies and procedures. A degree completion plan will be developed for each learner.

BBA 313 — Management Theory and Practice. 3 hours.

This course provides the student with an overview of management and leadership processes within an organization. The principles of planning, organizing, staffing, directing, controlling, and team development and team-building are applied to a comprehensive group project. Students develop an understanding of the role of the manager in contemporary organizations.

BBA 319 — Organizational Behavior. 3 hours.

In this course, learners analyze the behavior of people in organizations. Organizational motivation, group behavior, group dynamics, communication, and decision-making are explored in the context of individual and group behavior. Group projects and presentations are assigned.

BBA 325 — Business Law for Managers. 4 hours.

This course provides a study of legal topics needed by all managers and entrepreneurs, including business tort and crimes, contracts, sales, agency, employment law, credit, and bankruptcy. Additionally, this course reviews the three basic structures of a business: sole proprietorship, partnership, and corporation.

BBA 403 — Marketing Management. 4 hours.

In this course, learners study marketing theory that presents a strategic overview of marketing concepts. Learners learn how to plan and implement marketing strategies and policies. Topics include consumer behavior, feasibility studies, market segmentation, marketing strategies, marketing mix forecasting, and budgeting within the domestic and global economy. Assignments include individual and group projects and presentations.

BBA 405 — Corporate Finance. 4 hours.

The course begins with principles of finance and moves toward topics such as leasing, mergers, and multinational finance. The theory of finance is applied to investment instruments, including stocks, bonds, options, and futures markets. Capital budgeting, cost of capital, valuation, and risk are also studied at advanced levels of analysis.

BBA 406 — Financial Accounting for Managers. 4 hours.

A theoretical and practical analysis of principles, techniques, and uses of accounting in the planning and control of business organizations is explored. Topics include a review of the accounting cycle and financial statements, effects of General Accepted Accounting Principles, time value of money concepts, accounting for cash, receivables, inventory, property and equipment, and intangible assets. Emphasis is placed on the use of the computer as a tool to provide critical information for decision-making.

BBA 407 — Managerial Accounting. 4 hours.

This course provides learners an opportunity to study the utilization of basic cost accounting principles, practices, and procedures for industries using either a process job order or a standard cost system. The effective use of cost accounting as a management tool is emphasized.

BBA 435 — Human Resource Management. 3 hours.

This course covers the development of current policies, practices, and techniques necessary to ensure effective personnel management in complex organizations. There is an emphasis on the role of operating supervisors, executives, and the union in researching such challenges as employee selection, training, placement, wage and salary administration, promotion, fringe benefits, employee services, and management-labor relations.

BBA 480 — Leadership and Ethics. 3 hours.

The focus of this course is on clarifying the distinction between management and leadership by examination of different models of leadership and the integration of Christian ethical principles into various functional topics.

BBA 485 — Business Policy and Strategy. 3 hours.

This is a capstone course designed to assess the ability of learners to integrate and apply the business principles and other skills learned throughout the BBA program. Learners demonstrate these abilities through participation in an online global business simulation that requires them to analyze strategies deployed by a specific organization. In addition, learners will study a selected business organization and write a business strategy report based on that study.(6 weeks)

BSNS 600 — Executive Strategies for Success. 2 hours.

Introduction to the rigors of the graduate program. Course assignments are designed to assist learners s they set the stage for success by focusing on development of constructive strategies for working and studying. In addition to the Myers-Briggs Type Indicator Assessment used in conjunction with Emotional Intelligence exercises, the learner will utilize The Seven Habits of Highly Effective Managers™, a program developed by the FranklinCovey organization.

BSNS 612 — Graduate Strategies for Success. 3 hours.

The objective of this course is to develop effective skills for implementation at the graduate level. Course assignments are designed to assist learners as they set the stage for success by focusing on development of constructive strategies for working and studying. Topics addressed include: graduate level writing development in various writing formats; conducting advanced library research and a review of proper APA format; computer and BlackBoard training including various software packages that may enhance the overall learning process; Myers-Briggs Type Indicator Assessment (MBA program only); advanced presentation skills with Power Point training, if needed; information on degree completion, ONU policies, and procedures.

BSNS 615 — Understanding and Creating Successful Programs. 3 hours.

This course is designed to expose learners to elements of organizational structure, culture, and change management. Through analysis of the dynamics of the organization, learners build on the skills required to effectively impact the elements of corporate strategy. Emphasis is placed on organizational development and how leaders may be challenged to move the organization forward in the context of necessary processes, organizational history, and global intent (5 weeks online plus Weekend Seminar 2).

BSNS 618 — Advanced Managerial Accounting. 3 hours.

This course examines the principles, techniques, and uses of accounting in the planning and control of business organizations (service and manufacturing) from the management perspective. Budgetary processes and related performance evaluation techniques, cost volume-to-profit relationships, and product costing methods are examined.

BSNS 619 — Advanced Marketing Management. 3 hours.

This course is a study of marketing from a strategic management perspective, presenting a managerial approach to the role of marketing within business firms and nonprofit organizations. Emphasis is placed on strategic evaluation of internal (marketing mix) and external (competitive, economic, and social) forces. Learners have the opportunity to apply analytical concepts to such areas as customer analysis and buyer behavior, product or service policy and strategy, pricing, distribution, and promotion. Learners complete an individual research project on a market research or an advertising campaign of an actual organization, a group research project analyzing competing firms within an industry, and a computer simulation activity regarding the product life cycle.

BSNS 620 — Organizational Communication. 3 hours.

The theories of communication are explored in relation to the organizational environment. Topics include the process of communication, as well as aspects of small-group, interpersonal, public, and mass communication. Communication is examined with specific attention to its function within the business or organizational setting. Issues such as communication climate and job satisfaction, communication networks, emerging communication technologies, and image-making and industrial positioning are investigated. Student groups conduct communication analyses/audits of an organization to assess effectiveness and propose solutions to real-life communication problems. Oral and written presentations are made, highlighting theories and findings from communication research conducted in the workplace. This course assumes basic writing and presentational competencies. However, appropriate attention is given to the improvement and development of various communication skills.

BSNS 621 — Personal and Professional Development. 3 hours.

This course lays the groundwork for meeting all requirements of this program. The course provides opportunity for individuals to make the necessary personal preparations and interpersonal connections required to successfully meet the rigors of an intensive academic environment. In general, the purposes of the course are to (a) introduce the student to his or her own leadership style; (b) introduce the idea of time management as a tool for individual success; (c) establish study groups, understand the dynamics of small groups, and begin group bonding; (d) introduce ethics as an area of study; and (e) introduce the topic of business research.

BSNS 624 — Management and Leadership. 3 hours.

This course focuses on organizational theory and design, with emphasis on environmental, technological, power, contextual and internal variables affecting organizational design and performance. The course provides examination and practical application of the managerial functions of planning, organizing, motivating, and controlling, as well as an in-depth analysis of leadership. The outcome of professional and personal success in working with and leading others is achieved through text assignments, article readings and critiques, and individual and group projects and presentations.

BSNS 625 — Managerial Statistics. 3 hours.

This course provides a practical introduction to the tools needed to perform basic analyses of critical organizational data related to issues of quality control, production decisions, marketing effectiveness, and other business functions. Statistics are applied to organizations in terms of describing large masses of data and making inferences about data based on sampling. The topics covered in the course include descriptive statistics, probability and random variable distributions, statistical inference with interval estimates and simple hypothesis tests, correlation analysis, simple and multiple linear regression analysis, one-way ANOVA, chi-squared analysis, and statistical quality control. The majority of the analyses are performed with a statistical software package.

BSNS 626 — Managerial Decision-Making. 3 hours.

Reflecting how managerial decision‑making problems can be formulated and solved using appropriate tools, topics in the course include modeling, decision analysis, mathematical programming, simulation, and an introduction to available computer‑aided techniques. Emphasis is on showing how a manager can develop and use an analytic framework to support decisions.

BSNS 628 — Managerial Finance. 3 hours.

Analyses are conducted of financial problems of business enterprises, and examination is given to the formulation of financial policies. This course explores financing of current operations and long-term capital needs, income management, and expansion policies, including the financial theory of the firm, economic and institutional environments, working capital management, sources and uses of funds, capital structure, and budgeting. Case studies and spreadsheet analysis are employed throughout. Prerequisite: Successful completion of BSNS 629 Managerial Economics and BSNS 618 Managerial Accounting, or permission of the MBA coordinator.

BSNS 629 — Managerial Economics. 3 hours.

This course applies the major tools of microeconomics to problems of business and economic organization. Objectives of this course are (a) to provide an understanding of the characteristics, limitations, and uses of economic information that can be gathered for the organization and (b) to develop a conceptual framework for decision-making. Emphasis is placed on economics as an organizational tool that facilitates an understanding of the adjustment of a firm in a market system that is subject to legal and policy constraints, including broad questions of efficiency and equity, as well as the narrower focus of increasing the value of the firm.

BSNS 633 — International Business. 3 hours.

International Business illustrates how differing social, economic, and political institutions within countries affect international investment and trade. Emphasis of the course is place on the function and form of the global monetary system, as well as the strategies and structures of international business. The course examines the differences between business in the international and the domestic contexts.

BSNS 634 — Strategic Business Policy I. 4 hours.

The first of two capstone courses for the MBA program, this course examines the strategic planning process, strategic thinking techniques, and vital elements of strategic management. Emphasis is on determining bold goals, evaluating current strategies, designing new strategies, developing critical success factors, and selecting effective deployment methods, as applied in a highly interactive gaming approach. Learners select an existing organization or identify a potential business organization and begin drafting the first elements of the individual strategic plan for the organization that will be finalized and submitted at the conclusion of BSNS 635.

BSNS 635 — Strategic Business Policy II. 2 hours.

In this, the second of two capstone courses, learners continue and conclude development of a strategic plan for an existing organization or for a potential business organization, drawing upon the knowledge gained from the MBA curriculum and their experiences in the interactive approach utilized in BSNS 634. Each learner performs business research and applies sound investigative practices to evaluate an organization’s strategic plan and propose modifications to improve the plan and its implementation process or continue development of a strategic plan for a potential business organization. In the individual strategic plan, the learner demonstrates his or her knowledge and skills in quantitative analysis, qualitative evaluation, and writing as part of the assessment of learning outcomes for the MBA program. The length of the individual strategic plan will be from a minimum of 30 to a maximum of 40 textual pages.

BSNS 636 — Global Business Strategy and Economics. 3 hours.

The changing economic and political environment and its impact on business are explored in this class. Case studies, discussion, and guest lecturers will be utilized to demonstrate how all businesses are affected by global political and economic events. Particular emphasis will be placed on trade agreements, monetary and fiscal policy, and energy use and production (5 weeks online plus Weekend Seminar 2).

BSNS 642 — Data Acquisition, Analysis and Presentation. 3 hours.

Instead of bogging learners down with the minutiae of statistics, this class integrates the use of statistics in creating a successful marketing plan. Students learn to create effective surveys and studies that give managers the answers they need to make effective decisions in the workplace. Discussions, guest speakers and real-world examples demonstrate the necessity of accurate market-driven research (5 weeks online plus Weekend Seminar 2).

BSNS 645 — Ethics and Leadership. 3 hours.

Preparation in dealing with the difficult decisions and situations that all leaders face in today's ever-changing world and economy. Ethical decision making, when dealing with issues such as downsizing, free trade, financial conduct, and government interventions, will be examined and discussed. The course provides the necessary foundational knowledge and tools to make ethical decisions in difficult daily situations in a way that is consistent with Christian values (5 weeks online plus Weekend Seminar 3).

BSNS 652 — Sustainable Business Practices. 3 hours.

Examines the relationship between sustainability and organizational strategy. Learners will explore how the challenge of finite energy resources at the macro-level can mold micro- or business-level decisions. Discussions, guest speakers and case studies will show that organizational goals, sustainable business practices and ethical consideration can coexist (5 weeks online plus Weekend Seminar 3).

BSNS 655 — Managing Growth and Risk. 3 hours.

A study of the importance of planning and preparing for growth and risk includes topics such as budgeting, forecasting and measuring growth and risk. Ethical dilemmas are presented to reinforce the concepts of identifying and managing growth and risk in an ethical manner (5 weeks online plus Weekend Seminar 3).

BSNS 656 — Non-Profit Growth and Development. 3 hours.

This course is designed to expose learners to the issues and challenges of non-profit organizations. Learners will become proficient in dealing with legal, financial and policy issues facing contemporary non-profit organizations. Real world examples will illustrate not only the challenges, but the rewards of non-profit organizations (5 weeks online plus Weekend Seminar 4).

BSNS 660 — Strategy and Execution. 3 hours.

This online courses focuses on strategic planning and successful execution of strategies. A major emphasis is placed on how to develop a sustained competitive advantage and the achievement of the disciplines of execution, such as the four proposed by Stephen R. Covey. Organizations will be examined to evaluate their execution methods and level of success (5 weeks online plus Weekend Seminar 4).

BSNS 665 — Entrepreneurship and Value Creation. 3 hours.

Provides learners with the skill sets required to create and sustain new ventures. Learners will be exposed to industry experts with real-world success in creating new business and expanding current operations to share knowledge necessary in creating value in today's economy (5 weeks online plus Weekend Seminar 4).

BSNS 668 — Communicating and Leading Across Boundaries. 3 hours.

Communication is the characteristic that separates good organizations from great organizations. The methods and manners in which we communicate have changed significantly and will continue to change. Leaders must be able to communicate with their organizations and clients effectively in numerous ways that utilize available technology. Additionally, leaders must communicate effectively with different demographics and cultures. Through discussion, case studies, and guest speakers, this class helps learners understand and put into practice the many methods necessary to become a successful leader (5 weeks online plus Weekend Seminar 5).

BSNS 670 — Strategies for a Networked Economy. 3 hours.

This case-based course demonstrates the role that information technology plays in shaping business strategy and business models. It provides an overview of the key technologies that are important in today's business environment and introduces organization and management concepts relating to the information technology function. The course also illustrates the relationships between organizational performance and the ability to leverage knowledge assets (5 weeks online plus Weekend Seminar 5).

BSNS 675 — Brand Management. 3 hours.

Examines how and why organizations (non-profit and for-profit) benefit from branding success. Students will review organizations that have had branding success as well as organizations that have failed at brand management. Students learn how to build and sustain a brand through awareness of cultural trends, customer service and client communication (5 weeks online plus Weekend Seminar 5).

BSNS 685A/B/C/D — Leadership Coaching Experience I–IV. ½ hour.

The Leadership Coaching Experience will include training and one-on-one interactive coaching during the final four weekend seminars. Students must register for ½ hour during each of the last four weekend seminars, accumulating 2 hours of credit. The focus of the coaching experience, which partners Olivet and McKinley Group facilitators, is on the development and growth of each individual's leadership skills.

BUS 110 — Leadership in Business. 3 hours.

The role of leadership in enabling a business to be successful in today's competitive global economy is the focus of this course. Topics include elements of the current business environment and leadership concepts that are prevalent in today's business practices. The goal of this course is for learners to explore various leadership concepts and apply these concepts to contemporary business challenges.

BUS 120 — Legal and Social Environment of Business. 3 hours.

This course involves the study of the political, business, and social forces that affect activities of modern business. The course considers judicial processes, federal controls, and regulations.

BUS 128 — Introduction to Finance. 3 hours.

This course is intended to provide learners with an introduction to basic principles of finance. Topics covered in the course include integration of financial statement information for financial decision-making, concepts of present values, capital budgeting, and capital structure.

BUS 150 — Basic Spreadsheet and Database Applications. 3 hours.

This course serves to establish a foundation of knowledge regarding use of spreadsheets and database applications using the latest software found in most business environments.

BUS 305 — Fundamentals of Selling. 4 hours.

This course provides a comprehensive approach to the fundamentals of selling, focusing on effective strategies throughout the sales cycle, including identifying customer needs; developing relationships, product presentations, and qualifying sales; and closing and servicing a sale. Students apply these concepts through preparation of sales proposals and presentations that sell.

BUS 310 — Managing Sales Relationships for Productivity. 4 hours.

This course is an introduction to aspects of professional sales relationships that affect sales productivity. Learners are introduced to various patterns for analyzing the dynamics of sales relationships.

BUS 315 — Psychology of Sales. 4 hours.

This course focuses on the key component of the sales effort: “the close.” Emphasis is given to consumer objectives, demonstration strategies, and closing techniques.

BUS 325 — Negotiating Skills in Business. 4 hours.

This course focuses on the process and practice of effective negotiation in sales and marketing environments. The impact of negotiating on management and other business practices is also addressed.

BUS 335 — Sales Management. 4 hours.

This course is designed to prepare prospective sales managers for the challenges they face in corporate sales settings. It deals with the critical impact management has on sales, as well as the effective team-building strategies and leadership skills needed for success in these key positions.

BUS 340 — Business Ethics. 4 hours.

This course in applied ethics critically examines the world of business and human values. A brief survey of the foundation of ethics provides the background for the study of human conduct in a business context. This course discusses theoretical models, with application to specific cases drawn from the practice of business.

BUS 485 — Career and Portfolio Development. 2 hours.

Instruction for learners in career development skills, including resume and cover letter writing as well as job interview skills. Students will be required to participate in a mock interview during the last week of class. During the class, students will also be required to create a portfolio detailing their personal and professional experience. At the student's request, the portfolio may be submitted for review by ONU evaluators, and additional elective credit awarded.