Earn two degrees in less time with the dual-degree Purdue MSE+ Kelley MBA program. The joint program optimized the credits you earn at both universities.
After your engineering degree, the Kelley School of Business will give you in-depth business knowledge for growth in your field from our top-ranked, online MBA program.
While the majority of your coursework will be taught online (giving you maximum control of life outside of work), you’ll still have the opportunity to meet our world-renowned faculty on campus once a year for face-to-face instruction and networking during the Kelley Immersion.
Launch the next stage of your career
The Kelley School of Business is one of the top business schools in the country. As such, the curriculum for our Online MBA Program is rigorous. It matches, in breadth and depth, the scope of our standard online and on-campus MBA program.
In your final quarter, you’ll complete the Kelley Capstone Experience. This comprehensive project will apply the tools learned throughout the program to address a business challenge.
Your online MBA program will:
Total 36 Kelley credit hours + 15 credit hours from Purdue
Be completed over the course of 27 months
Flexible schedule to complete the course requirements
You’ll learn from the same highly-ranked faculty that teach the full-time MBA program. Topics covered include:
Business law and ethics
Though the majority of your coursework will happen online, Kelley Immersion invites MBA candidates to spend two separate weeks at the Kelley School of Business, a $33-million complex nestled in one of America’s most beautiful college campuses.
You’ll spend one week on campus your first year, and one week on campus your second year. Each immersion week will take place in early September
Travel to Bloomington, Indiana is required for these courses
Tuition for this program is $1,145 per credit hour for Kelley courses. Please contact Purdue for more information about their tuition rates.
Your coursework will include topics that cover a broad range of business tactics and techniques
Listed below are the credit hours that are required from Kelley only. This schedule is very flexible based on when you start the Kelley MBA program with your Bridge Course. In the first term of your Kelley coursework, we will work with you to lay out a plan of study that fits your life.
Please note that your credit hours from Purdue are not listed below. See the Purdue site for more information about the Purdue required coursework.
More can be taken, based on your Purdue plan of study. If you do not need to take an additional course from this list, you will have elective credit hours available on your POS.
Year in Program
Managing Accounting for Decision-Making*
Financial Management (Pre-req: C521)
Strategic Marketing Management
Personal Leadership - Kelley Immersion Course
Strategic Management and Business Planning
1 (last course, year 1)
Year in Program
Organizational Development and Change
The US in a Global Economy
Developing Strategic Capabilities
Law and Ethics in Business
Topics in Business Capstone (KCE)
2 (last course, year 2)
All of the classes above are REQUIRED.
Once you've included all of your bridge, year one, and year two courses to your plan of study. Electives will be offered for the remaining credits until your total credit hours equals 36 for your entire Kelley plan of study.
*C521 requires previous accounting experience. This can be through previous coursework or exposure on the job. There is an Accounting Primer for those who do not have exposure. This primer costs $150 and must be completed before starting C521. You can test out of the Accounting Primer with a pre-test. This information will be sent to you when starting Kelley coursework.
Plan of Study subject to change.
Apply through Purdue MSE+MBA program for consideration.
For consideration in this program, please apply through Purdue for the Purdue MSE+MBA program.
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'
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’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.
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.
Study of information systems management issues including skill and talent management; IT costs, budgets, value, and charge back systems; priority setting and financial justification of IT investments; project management; runaway projects and underperforming vendors; security risks and crises; emerging technology policies; communications with other senior executives; vendor management; infrastructure standardization; support for innovation; and risk management.
The accounting primer is a self-paced course that students complete at their own pace, and all material is completed online. The course is structured as either a four week or three week course, depending on how quickly students want to move through the material. The purpose of the accounting primer is to introduce the basics of the accounting process: the accounting cycle and preparing financial statements. For Cummins students, you will take an accounting pre-test to identify if you’ll need to complete the primer. This can be completed before the first term.
Provides 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.
Provides a working knowledge of the tools and analytical conventions used in the practice of corporate finance; establishes an understanding of the basic elements of financial theory to be used in application of analytical reasoning to business problems; and explores the interrelationship among corporate policies and decisions. Course work will include problem sets, study group preparation of executive summary memos and critiques, and use of PC spreadsheets to develop a planning model for a case focusing on funds requirement.
An introduction to the process of creating a market-driven organization. Specific topics include marketing strategy, market research and analysis, and the development of products and services, pricing, distribution and promotion. The course employs lecture, classroom discussion through threaded discussion forums, case analysis and field research projects.
This course will provide students with an introduction to the concept of personal leadership, using the reflective lens of the DLS self-observant leadership model. Topics covered will include building your capacity for personal awareness, creating and leading meaning in your work, internal / external feedback processing through a self-observant lens, and leadership communications excellence. Students will hear from expert practitioners from the field, as well as top rated Kelley Faculty. Students will have the opportunity to practice each concept in detail throughout the week, and will also be provided the option of seven Executive / Communications Coaching follow up sessions (4 EC and 3CC) to reinforce key concepts, and develop a personal action plan as they begin the Kelley MBA Program. As a result of this course students will be better able to state their personal values and vision, understand how to drive meaning in their work, and be ready to lead themselves through transitional experiences like the Kelley MBA Program.
This course introduces students to strategic management and planning. In the course, you are asked to develop and execute a business strategy in a business simulation. In the Kelley Direct Online MBA Program, you are asked to develop a wide variety of skills and competencies in management. Developing and executing a business plan is only one of these skills. In addition, many of the skills and competencies addressed in this course will receive progressively greater refining in subsequent courses. As a result, 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.
Today's business environment forces executives to use every tool at their disposal to create and maintain an effective and adaptable organization. A major source of effectiveness and adaptability is the way in which the company's efforts are organized—its systems, structures, management process, rewards, and strategies.
The primary job of senior management today is to design, build, and operate organizations that function effectively. What this means is that the organization is in a constant state of change. Understanding the change process is vital. Knowing the roadblocks to effective change is very important. The role of the manager as a change agent becomes critical. Often the problems arise not from the change itself, but the process of making the change. Individuals resist change. It is a natural phenomenon. How and why this change manifests itself is a central issue in this course. Developing the skills to move through the change process not knowing what roadblocks one might encounter is becoming incredibly valuable.
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 U.S. 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, Business Week, 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 the firm's environment in terms of broadly defined opportunities and threats, we will examine the dynamics of the competitive environment, 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.
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.
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.