The MBA program requires a minimum of 60 credits. Students may elect to complete the program in either 6 quarters spread over 2 academic years or 9 quarters spread over 3 years.

MBA Core (24 credits total)

MGT 553 Finance, Accounting & the Triple Bottom Line I (3 credits)
Classical financial accounting. Reading financial statements. Triple bottom line accounting. Financial ratios and their implications. The inherent difficulties of environmental accounting. Issues in social and environmental reporting. Prerequisite: passage of diagnostic exam with 80% or better, or permission of the instructor.

MGT 554 Finance, Accounting & the Triple Bottom Line II (3 credits)
Completion of managerial accounting and introduction to entrepreneurial finance. Pro forma financial states, cost benefit analysis, capital budgeting. Sustainability and investor expectations. Prerequisite: MGT 553 or permission of the instructor.

MGT 555 Economics I: Neoclassical & Ecological Economics (3 credits)
History of economic systems. Basic micro- and ecological economics. Market dynamics. The effect and management of externalities. Economic thinking and business decisions.

MGT 556 Economics II: Capitalism & Political Economy (3 credits)
Basic macro, with a focus on issues at both the firm and societal levels. Market dynamics and externalities; GNP and alternative measures of well-being; globalization and structural inequality. Prerequisite: MGT 555.

MGT 560 Research & Quantitative Methods (3 credits)
An introduction to quantitative business research methods and tools, including explorations of elementary statistics, optimization theory (linear programming) and decision theory (under conditions of uncertainty or risk). Prerequisites: MGT 553 and MGT 554.

MGT 561 Marketing & Sales (3 credits)
Marketing strategy frameworks and tactics. Marketing and competitive research. Business environmental scanning. Green marketing, social and cause-related marketing. Word-of-mouth strategies and Internet-based approaches. Introduction to selling and sales management.

MGT 563 Strategy & Implementation (3 credits)
Analytical and non-analytical approaches to strategy development. Evaluation of strategic alternatives. Implementation issues. The Balanced Scorecard. Incorporating sustainability into business strategy.

MGT 564 Sustainable Operations (3 credits)
Sustainable operations and supply chain management. The Toyota Production System. Lean manufacturing. Operation management thinking and design. Quality and worker participation. Natural Living Systems. Local and regional economies. Innovation. Life- cycle analysis. Industrial ecology. Prerequisite: MGT 560.

Sustainability (12 credits total)

MGT 551 Foundations of Sustainable Business (3 credits)
The business case for sustainability. Current conceptual frameworks, measurement systems and reporting initiatives. Sustainability as a driver of strategy, innovation and profit. Beginning of a year-long action learning project.

MGT 552 Systems Thinking in Action (3 credits)
Uses of systems thinking to understand the ecological, economic, and social dynamics of business sustainability. Emphasizes causal loop diagrams, feedback loop stories/analysis, and the basics of stock and flow models.

MGT 566 Dal LaMagna Series on Responsible Capitalism (3 credits)
A special course that pushes the frontiers of knowledge in some aspect of sustainable business. Developed and taught each year by special guest faculty.

MGT 567 Social Justice & Business (3 credits)
Role of business in community and society. The use of business to create wealth and reduce poverty. Globalization. Stakeholder engagement. Community economic development. Public-private partnerships. Microcredit. Social entrepreneurship.

Management and Leadership (15 credits total)

MGT 557 Management I: People & Teams (3 credits)
Assessment and development of student's managerial competencies. Theory and practice of learning organizations and high performance teams. Uses action learning project as learning lab for these concepts.

MGT 558 Management II: Organizational Systems (3 credits)
Organization structure, design, and interdependencies. Impacts on employee effectiveness, creativity, process stabilization and improvement. Consideration of power, authority and participation, governance, knowledge and sustainability. Optimization of business processes.

MGT 559 Management III: Organizational Change (3 credits)
Leading sustainable organization change as a manager, stakeholder or entrepreneur. Theories of change management: cultural implications, personal resistance to change and enablers for change, interventions, cosmetic vs. enduring change, stages of change, tools, unique challenges for sustainability.

MGT 571–576 Leadership & Personal Development A-F (1 credit each)
The first of six 1-unit classes that meet in small groups throughout the 2 years. Ongoing interpersonal development processes to support the personal awareness and leadership capacity required to be effective and creative change agents for sustainability.

MGT 599 Independent Study
Research and readings conducted one-on-one with a core faculty member. Variable credits as contracted with a faculty member and approved by the Dean of Academic Affairs.

Entrepreneurship, Intrapreneurship and Innovation (9 credits total)

MGT 568 Creativity & Right Livelihood (3 credits)
Principles and practices of creativity. Individual and group creativity. Generating and screening ideas. Translating personal values into career and vocation.

MGT 569 Entrepreneurship & Intrapreneurship I (3 credits)
Introduction to entrepreneuring and intrapreneuring. The character, personality and role of the entrepreneur. Exploration of entrepreneurial opportunities in the shift to sustainability. Generating and screening ideas and business models. Business plan development. Lessons applied to real/mock business ventures.

MGT 570 Entrepreneurship & Intrapreneurship II (3 credits)
Key startup and growth issues, focused on the first 3-5 years of a venture. Creating an organizational climate conducive to entrepreneurship and innovation. Creating a sound operational infrastructure. Continued business plan development. Selection of market entry point. Presentation of students’ plans to investors with feedback. Prerequisite: MGT 569