The Kelley School of Business offers you the opportunity to earn the most flexible online MBA degree from our top-ranked, online MBA program. This program will give you in-depth knowledge on standard MBA topics such as:
Business Law & Ethics
Best of all? All of your coursework will be taught online, giving you maximum control of life outside of work. It’s the ideal way to advance your career while you continue to manage other responsibilities in your life.
Credit hours and structure
The Kelley School of Business is one of the top 20 business schools in the country. As such, the curriculum for our MBA program is rigorous. It matches, in breadth and depth, the score of our standard online and on-campus MBA program.
Your online MBA program will:
Total 48 credit hours (36 if you have completed the Business Management Certificate and transferred those 12 credits).
Let you select 6 credit hours of elective courses to round out your career focus and interest.
Be taught by the same high-ranked faculty who teach the full-time MBA program.
No required on-campus residency.
In this course, we enhance your statistical and mathematical modeling skills covering the following topics:
Probabilistic decision making
Simulation with @@RISK
Optimization modeling with the EXCEL Solver
Making decisions when multiple objectives are involved
Using neutral networks to improve forecasting
Applications from all major functional areas will be discussed.
In this course, you’ll gain a user-oriented understanding of how accounting information should be managed to ensure its availability on a timely and relevant basis for decision-making. The first part of the course reviews financial accounting and reporting while the second part of the course focuses on cost-benefit analysis for evaluating the potential value-added results from planning, organizing, and controlling a firm’s accounting information. The use of cases, forum discussions, and computer support is used extensively.
In this course, you’ll study information systems management issues, including:
Enterprise support applications
Systems acquisition and implementation practices
Facilitating end-user support and telework and e-business opportunities
Coursework will include readings, case analysis, and one team project.
In this course, you’ll learn about:
Economic decision making in the business firm
The strategic interaction of business firms in industries
The purchasing and behavior of individual consumers and consumers as a group
The influence of public policy on market outcomes
You’ll also develop:
A fluency with the language of economics and a strong 'economic intuition'
The skills to analyze intra-industry rivalry
An improved understanding of public policy issues
There will be an emphasis on the logical foundations of economic analysis and managerial decision making to promote the understanding and application of various quantitative measures.
In this course, you will:
Develop a working knowledge of the tools and analytical conventions used in the practice of corporate finance
Establish an understanding of the basic elements of financial theory to be used in application of analytical reasoning to business problems
Explore the interrelationship among corporate policies and decisions.
Your coursework will include problem sets, study group preparation of executive summary memos and critiques, and the use of PC spreadsheets to develop a planning model for a case focusing on funds requirement.
The objective is to provide the student of management with a basic knowledge of the American legal system, the legal process and relevant substantive law which is necessary to making informed and effective business decisions. The law develops and evolves in response to changing social, economic, political, and technological forces, and business decisions often carry long-lasting as well as delayed effects. This course emphasizes the study of the law of torts, contracts, and product liability. It is hoped that consideration of a study of these legal principles will give prospective managers insight into the dynamics of the legal process to enable them to predict as soundly as possible the future legal environment in which their present decisions will bear fruit.
Recent surveys of senior corporate leaders reveal that finding, growing and retaining top talent is among the very top challenges in leading a contemporary organization. Effective talent management is certainly strategic—how an organization invests in and allocates resources to the attraction, retention and development of its talent pipeline. But talent management is also intensely individual—how effectively members of the organization identify and pursue personal development and are coached to effectively acquire the skill-set they will need to function effectively as a senior leader.
With that in mind, this course is designed to mirror the multi-dimensional nature of talent management in organizations. The first segment of the course will focus on your course text and some of the best writing and cases associated with effective talent management practice in organizations. The second segment will ask you to specifically assess how to integrate talent management processes into an effective management structure.
In this course you will be introduced to strategic management and planning, and asked to develop and execute a business strategy in a business simulation.
The Online MBA at Kelley asks you to develop a wide variety of skills and competencies in management; developing and executing a business plan is only one of these skills. This course should be viewed as in introduction to many issues that you will address again from different perspectives throughout the remainder of the MBA program.
This course takes a macroeconomist's lens to the United States economy in a global context. After taking this course, you will be better able to understand the US and other industrial countries' economic performances, including the terminology and theories that are used to document and explain their long-term trends and cyclical ups and downs. That is, you should be able to better understand and evaluate articles you read in business periodicals like the Wall Street Journal, Businessweek, The Economist, and the Financial Times.
This course offers an introduction to tools for strategic management. It provides an introductory review of the complexities involved in determining long-term strategies. Rather than assessing a firm's environment in terms of broadly defined opportunities and threats, you will:
Examine the dynamics of the competitive environment
Learn how both the pace and direction of industry change are influenced by the resources, capabilities, and competitive interaction of rivals
The course uses discussion forums, team projects, and an interactive simulation.
Game theory has traditionally been a tool of economists, but its use in management situations has been growing rapidly in recent years. This trend is sure to continue. Managerial decisions are not static and cannot be made in isolation. Instead, a manager must account for the reactions of both rival firms, subordinates, and superiors to this directives and proposals. Game theory is a tool to use to examine these interactions. The course extends the analysis of game theory and business strategy that you began in the Managerial Economics portion of the Core. The ultimate aim of the course is to strengthen your ability to think strategically in business situations, rather than to teach you facts or theories. To achieve this aim, we will iterate between theory and practice. We will use both formal case studies and real world examples to sharpen our strategic thinking skills.
Here’s your introduction to the process of creating a market-driven organization. Specific course topics will include marketing strategy, market research and analysis, and the development of products and services, pricing, distribution and promotion. The course employs lectures, classroom discussion through threaded discussion forums, case analysis, and field research projects.
In this course, you’ll survey the management of operations in manufacturing and service firms. Students will work through diverse activities, such as:
Determining the size and type of production process
Purchasing the appropriate raw materials
Planning and scheduling the flow of materials and the nature and content of inventories
Assuring product quality
Deciding on production hardware and how it gets used
You’ll also learn that managing operations will require both strategic and tactical skills. The topics considered include:
Quality and productivity
The course makes considerable use of business cases. Most classes will be spent discussing the cases assigned. For each case, students will be asked to review actual company situations and apply technical and managerial skills to recommending courses of action. Most cases will be taken from manufacturing, but some will be service-oriented. Several of the cases will focus on international companies or challenges.
The Kelley Capstone Experience is an innovative course designed to enhance a student’s talent in leadership, team dynamics, consulting, and entrepreneurship. Experience in project scoping, data collection, and solutions delivery hones management skills that serve a student well in his or her career. Learning occurs through research and writing, lectures, team meetings, faculty coaching sessions, and presentations.
At its core, this course centers on “experiential learning” rather than on exploring the concept of strategy. That is, this is a course where you learn primarily by what you experience rather than what you read.