AMBA Curriculum and Required Core Courses

Accelerated MBA students take their required business core courses together as a cohort (25 students).  Students complete an MBA business core that includes content coverage in each of the basic functional areas of business:  Accounting, Business Law, Finance, Management, Marketing, Business Technology, and Strategic Management, plus required courses in other critical areas such as Leadership.  Part of what also makes the Massey MBA different, though, is its threading of business ethics, entrepreneurial thinking, and international business concepts throughout the program.  And Massey is one of only a handful of MBA programs in the U.S. that requires an international business study-abroad experience (MGT 6350) of each student prior to graduation. Currently, all AMBA students visit Cape Town, South Africa, recently voted by New York Times as the #1 destination to visit in 2014.  Students will tour many visitor destinations while taking classes in conjunction with the University of Stellenbosch. 


Accelerated MBA students have the ability to select from a wide range of graduate business electives which can be used to customize their degree programs.  Similar to the PMBA program, Accelerated MBA students may choose from nine elective concentrations, including:   Accounting, Business- Intelligence, Busniess Negotiation, Entrepreneurship, Finance, Healthcare Management, International Business, Marketing or Music Business - or a student can choose a general business concentration that offers maximum flexibility by combining those electives that best fit one's desired career path.   Click here for a list of courses within each concentration. 


All Accelerated MBA courses are offered in a Monday through Thursday evening format from 6:15 to 9:00 p.m.-a schedule designed to allow daytime hours for class work and fulfilling any part-time/internship work requirements.  

Core Courses

ACC 6480. Corporate Financial and Managerial Accounting (2). This course addresses the three main purposes for which managers use accounting: (1) accounting information allows managers to understand, and learn from, the effect of past decisions; (2) managers use accounting to communicate with external constituents; and (3) managers use accounting to communicate plans and goals to subordinates and to monitor their performance over time. The course illustrates the use of financial reports to communicate a view of the firm to outside parties. Students will explore the benefits of financial reports as well as their limitations. The course also addresses some difficulties managers and accountants face in measuring and describing the economic substance of an organization. The course develops an understanding of how formal management systems can be used as levers to implement strategy and demonstrates how accounting data can be used to control operating performance.

 Dr. Lee Warren


ETP 6500. The Entrepreneurial Challenge (2). This course explores the contemporary view of entrepreneurship as a method of management applicable in enterprises of all sizes and stages of development. Within this view, entrepreneurs are "made, not born" as they develop different strategic orientations, different patterns of commitment to opportunity and differing perspectives on resource control, management structure, and compensation/reward policy. This orientation may be summarized as being more nimble with a persistent emphasis upon innovation. Completion of an entrepreneurship project is an integral part of the course.

 Dr. Mark Schenkel


FIN 6100. Financial Management (2).  Prerequisite: Must pass entrance exam.  This course contains the basic financial concepts, tools, and techniques used by financial managers.  The topics covered include cash flow analysis, stock and bond valuation, capital budgeting, risk and return, the cost of capital, long-term financial planning, and strategic financial decisions.

 Dr. John Gonas


MKT 6450. Marketing Management (2). This course provides students opportunities to study and practice the managerial approach to marketing. Marketing managers are viewed as decision-makers and problem-solvers. The course includes lectures, case analysis, guest speakers, and team projects, which integrate the student's marketing background. Strategic choices of marketing mix variables are investigated in the context of industrial and consumer goods companies of various sizes.



MGT 6650. Organizational Behavior and Management (2). This course provides a foundation and understanding of human behavior in organizations, including the effect of organization structure, design, systems and culture on that behavior. The course explores current approaches, successful practices and models that managers use to influence individuals and groups within and outside the organization.


MGT 6710. The Legal and Ethical Environment of Business (2). This course examines how the legal environment shapes managerial decision-making and the ethical issues that emerge. Topics include the regulatory environment, contracts, business torts, partnership and corporations, anti-trust, environmental law, employment law, and ethical considerations in business from a stakeholder theory perspective. Key philosophies of ethics and social responsibility are examined through class exercises and case analyses providing students with the opportunity to identify, understand, articulate and model ethical behaviors in decision-making.



MGT 6720. Leadership in Organizations (2). This course explores factors that contribute to effective and ineffective leadership within organizations. The varied facets and components of leadership will be considered, and current trends and developments in theory and practice will be discussed, with an emphasis on learning about ourselves within a leadership context. The class involves a combination of lecture, discussion, presentations, case analysis, videos, guest speakers, and in-class exercises.

 Dr. John Maslyn

MGT 6300. International Business (2). This course consists of an overview of the environmental framework in which global firms operate. The course focuses on the opportunities and issues of entry into global markets and operation of global firms. These issues will be explored within the context of the economic, financial, governmental, cultural and social environment.


MGT 6350. International Business Study Abroad (2). Prerequisite: MGT 6300. Students travel overseas with a group to gain practical experience in an international environment. Prior to departure, students research the country and businesses to be visited to gain a better understanding of the working environments of their host. Once in the country, students explore and visit cultural, social, educational, and business environment in the one-week visit. A final class project, based on the student's research and experience is required.


ISM 6550. Management of Technology (2). This course develops an understanding of the key information technologies that are used in organizations and provides an overview of the key concepts, theories, and themes of information science. Both existing and new, emerging technologies will be studied to provide students with an awareness of these technologies and their associated capabilities. Students will consider the various technologies that may be used to promote managing and improving organizational strategy and effectiveness. The objective of the course is to prepare students to provide leadership in managing the use of information and information technology. While some of the material may be technical in nature, the perspective taken will be that of the manager.

 Dr. Gary Garrison


MGT 6400. Management of Business Processes and Operations (2). This course is focused on design, integration, and improvement of the interrelated work activities that combine to produce an organization's products or services. Emphasis is placed on well-designed and well-managed operations as a source of customer satisfaction, reduced cost and sustainable competitive advantage. Topics include product and service design, process design and improvement, process technology, process planning and scheduling, strategies for dealing with fluctuating demand, procurement and supply management, and management of people. Quantitative models useful for operations analysis and decision-making are included.

 Dr. Grady "Stan" York


MGT 6750. Strategic Management (2). Prerequisites: ACC 6480, MGT 6400, MKT 6450. This course focuses on general manager's roles and needed skills, especially the ability to formulate and implement strategies. Key areas include vision, external and internal analysis, strategic alternatives and functional strategies. A variety of industry and organizational settings are examined. Instructional methods include a combination of readings, case studies, group and class discussions, guest speakers and a course project. Capstone course to be taken in the final semester.