MBA Program Curriculum
Through the Miami MBA, you’ll gain the cross-functional decision-making skills required for leadership. Examine, discuss, and propose solutions to business cases to establish a strong frame of reference for the countless situations you’ll face throughout your career. Build the business acumen that addresses changing needs in the marketplace so you’re beyond ready for what comes next.
Program Overview
The Miami MBA is designed to be completed in two-three years by taking one 6-week course at a time. You can expect to spend 10-15 hours per week for each three-credit course. If you need more time, you have the flexibility to take up to five years to complete the program.
Core courses provide a rich background in key business areas while continually reinforcing critical fundamental skills like leadership, collaboration and inclusiveness, data-driven and digital mindset, critical thinking and problem-solving, and communications.
Through the program's nine-plus credit hours of electives, you'll apply your new knowledge and skills across real-world business contexts.
| Course | Credit Hours |
|---|---|
| ACC 611 Accounting for Managers | 3 |
| BUS 637 Strategic Management | 3 |
| ECO 616 Microeconomic Analysis for Managerial Decisions | 3 |
| FIN 625 Managerial Finance | 3 |
| ISA 621 Enabling Technology Topics | 3 |
| MKT 618 Marketing Management | 3 |
| MGT 627 Supply Chain and Operations Management | 3 |
| MGT 644 Leadership, Change Management, and Cross-Cultural Management | 3 |
| MGT 654 Strategic Human Resource Management | 3 |
| Electives | 9 |
Core Courses
This course explores how accounting information is used by managers to make internal business decisions, to create financial plans, and to evaluate actual performance relative to those plans. It also explores how managers analyze financial statements for internal management purposes.
The examination of competitive forces in the marketplace and how they can be managed to deliver winning business outcomes. A holistic view of the various strategic drivers, both internal and external to a firm, will be taken in an examination of strategy development, deployment, and execution.
Focuses on microeconomic analysis of consumers, firms, and market organization. Topics may include analysis of antitrust and regulatory issues.
The field of finance is very broad, covering investment concepts, corporate financial policy, security markets, banking (and other intermediaries), the role of government and the international sector, real estate and personal finance. Together these components make up the “financial system” and in this course, we examine a few parts of the financial system. This will be taught as a “skills” course most of which is likely to be used by a non-finance corporate manager or a reasonably sophisticated individual investor. Specifically, we will look at financial statements, time value of money, financial risk, cost of capital, project financial evaluation, and capital budgeting.
Examines existing and emerging information technology (IT) within the organization. The foci of the course are the role IT plays in business processes, the underlying theoretical basis for innovation through IT, methodologies for successful IT innovation, and infrastructure technologies commonly employed and why.
Focuses on business's front lines; the value creation from which all economic activity derives. Address how sellers identify, manage, and meet customer needs and wants through concepts, heuristics, models, and frameworks that help stimulate and manage customer-centric organizations. Leverage a mix of current readings and case analyses to bring cutting edge thinking and applications to life.
Broad study of production system that is part of all manufacturing and service organizations. Examines, in a variety of organizational settings, the process design, facilities deployment, materials management, quality control problems, and supply chain management.
Leadership, change, and cross-cultural management are pervasive factors for success in a complex global environment. This course addresses the interface among these three bodies of knowledge and practice because they play critical and related roles in managing a firm's strategic advantages.
Prerequisite: MBA standing.
Prerequisite: MBA standing.
Elective Courses
Work with your program advisors to identify electives that develop the in-demand skills that will make you competitive and differentiate you in today's marketplace. Electives are evaluated, evolved, and replaced on an ongoing basis to ensure you meet marketplace demands. Current electives include business analytics, applied business valuation, and risk management, with future electives in areas such as ESG in business being developed. In addition, electives will provide skills such as commercialization, communications skills, and applied financial analysis and acumen as part of the suite of offerings.
This course aims to help students understand what a brand is, the elements of brand building in both a consumer and business-to-business environment, what brand equity is, and how brand equity is ‘engineered’ through integrated marketing and communications programs. Typical topics to be covered in the course include: branding fundamentals, models of brand equity, branding metrics and research methods, brand positioning, brand equity leveraging, brand portfolio management, and integrated brand communications.
Cross-listed with MKT 635
Business decisions have always been rooted in data. However, over the past decade, more and more data has become available to marketers. This course details the analysis measures and methods used by leading organizations to make more precise business decisions in the 21st century.
Cross-listed with ISA 645.
This course explores optimizing strategic and operational business risk across an organization. The goal of business risk management is to implement processes to ensure that the organization is able to achieve returns consistent with its risk appetite to create long-term value for shareholders and other stakeholders. Discussion includes how the C-Suite and Board effectively seek desired returns by optimizing strategic risks based on its risk appetite. How an organization implements and measures values and codes of conduct to put its employees in the best position for achieving strategic objectives and establishing and maintaining a desired reputation. In addition, examine risk assessment and management skills through the lens of enterprise risk management and specific tools within processes for addressing risks in various contexts.
Mergers and Acquisitions are typically large and risky investment decisions that confront many financial managers. This course provides an in-depth examination of the complexities encountered in corporate restructuring, with a primary focus on corporate change of control. Topics covered include the M&A process, participants, due diligence, deal structuring, financing, and integration. Additional restructuring events covered include spinoffs, carve-outs, business alliances, and bankruptcy.
Cross-listed with FIN 665
Prerequisite FIN 625
Coaching is an integral part of leadership development, and this course will focus on developing human capital within organizations to drive individual and organizational performance. Students will be introduced to the theories and practices of facilitating change, learning, motivation, and growth in critical dyadic coaching relationships.
Cross-listed with MGT 680.
