Albers is accredited by AACSB International - The Association to Advance Collegiate Schools of Business. As of April 2011, less than five percent of the world’s business schools and less than one third of U.S. business schools have achieved business accreditation from AACSB.
Albers course information comes from Seattle University's 2013-2014 Graduate Catalog. All graduate courses are 3 credits, unless otherwise noted. Syllabi information is for reference only. Information may not be current.
Explores the management, family, career and personal issues found in family-owned and managed companies. The course develops a student’s understanding of these organizations and skills to address the challenges family companies and families in business face. Primary subject areas include: how family business ownership systems evolve; managing of ownership conflict with family relationships; changing family business structures and responsibilities; women’s issues in family businesses; managing succession and continuity; designing effective business boards and family governance; and best practices in family business management. The course develops a student’s understanding of family organizations and skills necessary to be effective. Upon completion, a student should fully understand many of the complexities associated with operating a family business enterprise.
Leadership Formation I is the first of a two-course sequence required for students admitted to the graduate certificate program. Admission to the program is a prerequisite for enrollment, and students in the program attend as a cohort. This first course provides a forum for students to explore, process, assimilate aspects of leadership theory and behavior in the context of social justice. Participants will engage in reflection and discussion, assess leadership role models, and complete initial practicum experiences involving leadership skills such as setting direction, persuasion, and influence.
This is the second of a two-course sequence required for students admitted to the graduate certificate program. This second course challenges students to put learning into practice within a business and/or social justice framework. While studying advanced leadership skills in seminar activities, students conduct a leadership project in which they identify a need, set direction, align and motivate others, and achieve goals set in the course. Prerequisite: MGMT 566.
In this course Business students will be teamed with Law students in learning and applying interdisciplinary legal and business skills to assist in new and existing business ventures in the Central District Community. The Clinic will run 10 weeks in the fall and 10 weeks in the winter. Students must enroll for both in order to receive full credit. The winter quarter component will allow students to apply their classroom teachings by having them provide pro bono advisory services to clients selected from local micro-lenders. Students will be teamed into pairs or groups of four. Each group will be assigned up to four actual clients a quarter with needs which cross business and legal boundaries. Prerequisite: MBA 515, 517.
This is the second course in the series, where students will be teamed with Law students in learning and applying interdisciplinary legal and business skills to assist in new and existing business ventures in the Central District Community. The Clinic will run 10 weeks in the fall and 10 weeks in the winter. Students must enroll for both in order to receive full credit. The winter quarter component will allow students to apply their classroom teachings by having them provide pro bono advisory services to clients selected from local micro-lenders. Students will be teamed into pairs or groups of four. Each group will be assigned up to four actual clients a quarter with needs which cross business and legal boundaries. Prerequisite: MGMT 568.
This seminar is a leadership development program that utilizes both indoor and outdoor experiential activities to develop and practice the fundamentals of effective team building and leadership. Building trust, setting and evaluating goals, group problem solving and effective interpersonal communications are among the attributes and skills addressed in the course.
Facets of entrepreneurship are examined to help equip the student with the entrepreneurial applications to create social and private value in profit or not-for-profit organizations. Students consult with (1) for-profit organizations desiring to use their resources to address social issues; (2) individuals starting for-profit microenterprises for a self-employment/job creation, and/or (3) nonprofit ventures desiring to create profitable opportunities to fund their own programs or to create employment and training opportunities as the reasons for being. Courses in core entrepreneurship concentration would be recommended but not required as prerequisites: MBA 515, 517.
Focuses on enhancing the four fundamental attributes of Emotional Intelligence (EQ): Self-Awareness, Self-Management, Social Awareness, and Relationship Management. Students will assess their competencies and behaviors within each of these four dimensions, engage in experiential exercises to enhance their EQ effectiveness, and prepare an ongoing plan for continuous improvement.
Student teams serve as consultants to area businesses that have been identified through the Seattle University Project Center. The consulting teams identify the projects' work dimensions in the beginning of the quarter through interaction with company leadership. Substantial interaction is then required throughout the quarter between the student team, the business representatives, the professor, and professional consultants brought in to assist the student teams. Materials and lectures will be designed to provide students with the direct information that will assist in the development of the consulting report at the end of the quarter. While significant class time is assigned to help the teams work on the projects, it should be assumed that meeting with the client and the team might require time outside of class. Performance on the project is the entire basis for the grade in the course. Prerequisites: MBA 500, 503, 505, 506, 507 and 508.
Examines environments in which diversity initiatives operate. Dominant work values are explored to understand how they define desired work behaviors and to understand ways in which diversity challenges some dominant work values. Challenges students to acquire information about diversity via studies of organizational culture and subcultures. Prerequisite: MBA 510.
Problems and policies in personnel philosophy; ethics; implementation of personnel programs; directing, appraisal, compensation, training, and development of employees. Prerequisite: MBA 510.
This course is directed at providing participants with a historical overview of the lives and accomplishments of great leaders in private, public, and religious enterprises and organizations. It examines leaders in context of the principles, philosophies, and tactics they used to accomplish their objectives.
Interdisciplinary course designed to give students a solid understanding of the field and potential opportunities of entrepreneurship from micro-enterprise and family businesses to high growth ventures and corporate entrepreneurship. Guest speakers, business plans, and activities will be utilized to deepen the students' insight into values-based entrepreneurship in for profit and nonprofit endeavors and how it is relevant in their professional career. (formerly titled Entrepreneurship Fundamentals)
Process of change in organizations, its impact on the individuals and organizations. Problems in technology and culture, managerial philosophy, lifestyles, and attitudes toward work. Prerequisite: MBA 510.
This class is for students interested in starting their own business or launching a new venture for a nonprofit or corporation. Students will learn the critical skill of writing an effective business plan. Students may work on their own ideas or take advantage of ideas conceived by others. Prerequisites: MBA 515 and MBA 517.
This course examines the basics of board responsibility and gives students an understanding of the board’s evolving role. It is designed to broaden one’s knowledge of the Board of Directors and person of the Chief Executive Officer. Students will have a mock board meeting and classes will include a number of current and former CEO’s as guest speakers who will share their knowledge and experience.
This course introduces a range of approaches to bargaining and conflict resolution. Through interactive exercises students develop negotiation skills for use in a professional context or any interpersonal activity. Prerequisites: MBA 513 and MBA 510.
See administrative office for prerequisites and course descriptions.
An exploration of international management issues or other special topics related to the specific destination of the study tour. The course will include travel to a foreign country to observe business practices and examine indigenous management problems, and to meet with representatives of local businesses and other institutions. Location of tour can vary. Check with the department for details.
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Independent study. Individualized reading and reporting on a specific topic approved by an instructor. The program of study and conference times must total 30 hours of study and contact hours for every one-credit taken. Grading option negotiated with instructor for CR/F or letter grade (student option). (1 - 3 credits)