MBA Program Academic Information

USF’s MBA Program (MBA) is designed for students who want to earn an MBA while working, raising a family or pursing other personal interests.

Four concentrations are offered in the MBA Program:  Management, Healthcare Administration, Innovation and Marketing, and Organizational Leadership.  Most classes can be completed either on campus or online. A few concentration classes are only offered either online or on campus. 

All classes are 3 credits and 7 weeks in length. The program can be completed in either 12-months or 21-month, depending on the track chosen.  Either program can either be accelerated or slowed down based on student choice.

Accelerated classes use special instructional techniques chosen for their ability to help students learn and retain large amounts of information.. This means that students complete a significant amount of work outside of the classroom. Study times vary from class to class and student to student.Normally, students can expect to spend approximately 15 to 20 hours a week outside of class, reading, working on class projects or writing papers.

Accelerated classes require highly-motivated students. This means students take responsibility for their own motivation and do not blame the materials or the instructors. Students in accelerated classes should be in the workforce so they will have work and life experiences to bring to the table.

We want you to be successful; a key to being successful in college is knowing what type of learner you are. Typical learner characteristics that foster success in an accelerated format include the following:

• Self-motivation
• Self-direction
• Ability to work independently
• Effective time management skills

• Students are expected to be in all on-campus classes unless work, illness or emergency circumstances prevent their attendance. 
• It is the student’s responsibility to notify the instructor of any absence (including illness) in advance of class if at all possible. Some class activities are hampered significantly if attendance is not full. 
• The MBA attendance policy allows one absence per 7-week course. 

• Students are expected to participate in all activities in online classes.  Assignment due dates are set for each week.
• Students are expected to check course portal before an online or on-campus class begins because there may be an assignment due on Day 1 of class.

• Do not wait until a class begins to order textbooks.
• For information and help getting your textbooks, please go to the "3. Get Ready for Your First Class" page.

• Assignments are due as stated by the instructor. If work is not turned in on time, full credit may not be received. Credit is awarded at the discretion of the instructor.

On occasion, students may find it necessary to re-take courses in the MBA Program under the following situations: 
• A student missed more than one class meeting in a course. 
• A student’s cumulative grade point average for the major falls below 3.0. 
• A student fails a course. 

The student must contact the Director of the MBA Program to drop/withdraw from a class.


Students who find it necessary to withdraw either temporarily or permanently should be aware of the following policies:

• A student must submit an Online Withdrawal Form (found on the Forms Page) to the MBA Program Director. The withdrawal form should state the last date of attendance, the student’s plan to re-enter and how future payment will be handled.  

Refunds to institutional charges are calculated based on the class drop date .  Students are responsible for notifying the MBA Program Director when they intend to drop a class.  Lack of attendance does not constitute a drop.  Students are responsible for notifying the MBA Program Director when they intend to completely withdraw from the program.

The following refund schedule will apply to both a partial withdrawal (when a student withdraws from one or two classes, but remains enrolled at USF) and a complete withdrawal.

Each class has an official start date.  Day one of each class is the official start date, as listed in the academic calendar.  Students enrolled in an on-campus class or an online class must drop before midnight on Day 8.

Drop on calendar days 1-8   [100% Refund]
Drop on or after calendar Day 9  [No Refund]


For students who begin attendance during a term and then withdraw or stop attending classes before completing 60% of the term, a portion of the total federal aid received (excluding work study) will need to be returned.  The amount which must be returned is determined by the Federal Formula for Return of Title IV Funds.  The amount to be returned is determined by dividing the number of calendar days completed in the term by the total number of days in the term.  Weekends and holidays are included in the number of days, but breaks of five or more consecutive days are excluded.  This regulation also specifies the order in which funds are to be returned to the financial aid programs from which they were awarded.


Next Up:  Page 3. Get Ready for your First Class

BUS 510 Managerial Communications

The primary goals of the course are to develop competence in observing, describing and critiquing managerial communication practices; further, it is designed to develop an understanding of the history of communication and its policies, institutions and culture, and to develop knowledge of communication theory and philosophy and its application. (3 s.h.)

BUS 515 Human Resources Management

This course is an examination of the effective use of human resources to achieve organization goals given operational constraints. The process of meeting outside requirements, recruitment, selection, development, utilization and compensation of human resources are also presented. (3 s.h.)

BUS 518 Health Care Systems

This course is an overview of the U.S. health care system and focuses on a variety of health care delivery system topics. Key topics include the historical aspect of health care systems in the U.S., system organization, an overview of economics and financing of health care, role of quality, and future directions of health care. Students will also be assigned a research paper project which investigates and compares the health care system of another developed nation to that of the United States. On occasion health care leaders and executives will be guest speakers in the class addressing relevant health system issues, challenges, and future developments that they foresee. (3 s.h.)

BUS 520 Managing Organizational Dynamics

This course examines the development of organizational theory along with the application of behavioral science concepts to understanding individual and group behavior in organizations. Students will develop analytical skills necessary to interpret research findings in the area of study. The purpose of the course is to provide a general understanding of possible managerial approaches to particular organizational problems from the strategic design, political and cultural perspectives. (3 s.h.)

BUS 524 Marketing Management

This course provides a managerial approach to the study of marketing, develops managerial perspective and analytical ability in solving marketing problems, and deals with the management challenge of designing and implementing the best combination of marketing variables to carry out a firm’s strategy in its target markets. Special consideration is given to ethical concerns in the design and implementation of a marketing strategy. (3 s.h.)

BUS 525 Marketing Research

This course encompasses the process of investigation and problem analysis through research and integration of marketing statistics, management, and communications.  This course culminates in the execution, interpretation, and presentation of marketing research.  (3 s.h.)

BUS 528 Innovation and Problem Solving

An innovation is a new concept. A successful entrepreneur develops that new concept into a product, service or organization. This skill set requires an understanding of innovation development and making innovations operational. Innovation and entrepreneurship are processes occurring in the context of social and cultural organizations. The history of entrepreneurship and the nature of innovation and how it is expressed socially, politically, and economically will be explored. Networking, communication, and relationship-building skills will also be addressed. (3 s.h.)

BUS 531 Empowering Others

This course features and applied approach for empowering individuals within an organization.  Through the use of case studies and assessments, students will be exposed to various tools and concepts that are available to a leader that aid in developing individuals to achieve high levels of performance. Students will explore the practical application of concepts and theories that relate to communication, motivation, and decision-making. (3 s.h.)

BUS 530 Leadership and Ethical Management

This course explores the major theories and research on leadership effectiveness in formal organizations and the unique ethical challenges faced by leaders. Ethical leadership is considered from a Christian worldview and students are encouraged to integrate their faith beliefs into the practice of leadership.  Readings, case studies, applied activities and self- reflection provide students with the opportunity to gain practical leadership knowledge, develop leadership skills, build ethical capacity and formulate a personal leadership philosophy and purpose. (3 s.h.)

BUS 532 Legal and Regulatory Issues in Health Services

This course provides an overview of the legal and regulatory issues in the health care industry. With this familiarity students can learn the skills needed to define relevant legal issues, to understand how these issues would be resolved, and to seek out, communicate with, and evaluate legal counsel. (3 s.h.)

BUS 533 Sales Management

The goal of the Sales Management course is to examine the elements of an effective sales force as a key component of the organization’s total marketing effort. The course will extend student’s understanding of marketing’s reach and potential impact in achieving its overarching goals. Course objectives include understanding the sales process, the relationship between sales and marketing, sales force structure, customer relationship management (CRM), use of technology to improve sales force effectiveness, and issues in recruiting, selecting, training, motivating, compensating and retaining salespeople. Students learn to apply the discussion topics through an interactive project worked on throughout the course. (3 s.h.)

BUS 535 Cost Management

Cost management provides an enhanced understanding of the costing concepts, tools and techniques relevant for successfully managing an organization. A principle focus is on the use of the cost information to design and implement planning and controlling systems in line with the strategic plan. The course will also examine performance measurements for management and the organization. Prerequisite: Undergraduate Financial Accounting or Principles of Accounting I (3 s.h.)

BUS 536 Leading by Serving

This course is taught through an applied approach by examining the leader as a guide through the lens of servant leadership (i.e., conceptualizing, emotional healing, putting followers first, helping followers grow and succeed, behaving ethically, showing empowerment, and creating value for the community).  Students will examine case studies, experience leadership assessments, along with analyzing the writings of Robert Greenleaf and others to aid in affirming, developing, and expressing our innate desire to serve others by taking on the role of a servant leader.  (3 s.h.)

BUS 538 Project Management

This course investigates the increasing use of projects to accomplish important organizational goals and the unique style of administration required to manage such projects.  Topics addressed include the selection and role of the project manager; organization and planning, budgeting and cost estimation; scheduling and resource allocation among multiple projects; and monitoring, controlling, auditing and terminating projects.  Emphasis will be placed on the role that project management can play in accomplishing strategic objectives of the organization.  Project management software will be used as a tool to track and report on assigned projects and case studies. (3 s.h.)

BUS 541 Leading Change

This course is an examination of the impact of change on an organization and its stakeholders.  Various leadership theories will be explored to assist in organizational change efforts along with how to conduct an organizational diagnosis and implement a successful intervention.  The course reviews the literature for the best practices relating to organizational change and organizational learning.  Students will experience an applied approach regarding change the use of case studies, experiential activities, and assessments. (3 s.h.)

BUS 550 Managerial Economics

Concepts are applied to the analysis of the firm using the Structure-Conduct-Performance Paradigm. The course examines how areas of market structure, market conduct, and market performance affect the firm in the competitive marketplace. The focus is on applying economic thinking to private firms, yet many of the analytical methods are applicable to the not-for-profit and public sector. Prerequisite:  Undergraduate microeconomics (3 s.h.).

BUS 545 Healthcare Cost Management

Students need a solid education based on a Christ-centered perspective to be influential leaders in the world where they manage people and analyze economic problems.  The course is designed to help students develop and refine their ability to make sound financial decisions and to be prepared for leadership equipped with a Christian work ethic.

This course focuses on the essentials of measurement and control of costs from the perspective of a healthcare organization. The concepts and cost management applications will encompass hospitals, nursing homes, physician practices, managed care organizations, clinics, and a range of other health care organizations. Additionally, focus is on the use of the cost information to design and implement planning and controlling systems in line with the strategic plan. The course will also examine performance measurements for management and the organization. Prerequisite: Undergraduate Financial Accounting or Principles of Accounting I (3 s.h.)

BUS 553 Business Plan Development

Designed to provide an understanding of the environments within which small businesses develop and function.  The areas covered include starting a business, marketing products, operating a business, establishing financial and administrative controls and future concerns.  In addition, each colleague will create an actual business plan and have the opportunity of experiencing the many phases of business development as the business plan is implemented. (3 s.h.)

BUS 554 Financial Planning and Control

This course provides an understanding of financial principles and the application of financial techniques in decision making. The topics covered include methods and tools of financial analysis, planning and control, working capital management, valuation, capital budgeting, cost of capital and methods of short- and long-term financing. The goal is to help managers develop the analytical thinking and financial judgment necessary for making sound, ethical business decisions. Prerequisite:  Undergraduate Business or Managerial Finance. (3 s.h.)

BUS 556 Health Care Colloquium

This course will provide the platform for the in-depth pursuit of topics or concepts addressed in previous classes and/or topics or concepts absent directly or indirectly from the core curriculum.  In order to fully appreciate and understand the complexities of health care issues, a scholar must be able to analyze issues through multiple lenses—multiple perspectives.  Thus, each issue selected will be analyzed and discussed by using a multiple-perspective approach to include, but not limited to, perspectives from the following domains: political, economic, technological, societal, and spiritual. (3 s.h.)

BUS 560 Strategic Management

This course deals with the determination of strategic goals and objectives for an organization, along with the methods used in solving various managerial problems. Strategic management focuses on developing a mission statement, analyzing the organization and its environment, and establishing goals and objectives that will help perpetuate the organization into the future. Managerial problem solving develops a foundation for critical thinking and then applies it to the organization through case analysis of various managerial problems and dilemmas. (3 s.h.)

BUS 562 Commercial Law

After reviewing foundational concepts related to business relations, including contracts; agency employment; negotiable instruments; and personal property; this course treats in greater detail Articles 2, 3, 4, and 9 of the Uniform Commercial Code and laws governing antitrust, labor, real property, and the environment. (3 s.h.)

BUS 564 Negotiations

Bargaining is an essential skill in the day-to-day competition for scarce resources.  After introducing the art and science of negotiation and reviewing the conduct and outcomes of some actual negotiations, this course engages students in simulated negotiations ranging from simple, single-interest discussions to complicated, multiple-party dispute resolutions. (3 s.h.).

BUS 595 Management Internship/Fellowship

An internship is a culminating activity designed to provide practical and applied work within a business.  The internship will provide an experiential learning activity for MBA students by providing realistic insight into the challenges and issues faced by businesses, and allow students to understand work requirements, risks, complex problems, planning and management issues.  The internship experience would qualify as a CPT experience for international students. (1-4 s.h.)

University of Sioux Falls
Vucurevich School of Business

Master of Business Administration
Student Handbook and Information Manual