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Managerial Communication Degree - Master of Arts

Degree Information

The Master of Arts in Managerial Communication provides a communication core with an emphasis on leadership skills. You will complete a 24 credit core, then select a 12 credit concentration from one of several disciplines to complete an interdisciplinary degree with career flexibility. The degree is offered online.

Curriculum

Core (24 credit hours)

(Click a course name below to view course details). All courses are 3 credit hours.

  • MMC 521 Writing on Purpose

    This course examines theories, readings, and best practices surrounding written communication strategies to empower students with effective and efficient communication skills. Primary focus is on planning strategically and writing professionally to produce emails, short reports/white papers and presentations to achieve desired results.
    University Syllabus

  • MMC 540 21st Century Communication Technologies

    New communication technologies enable a shift from static information for clearly defined stakeholders to dynamic communities of interest with blurred lines of responsibility and leadership. Students in this course investigate organizational changes fostered by electronic collaboration, social networking, idea sharing, and knowledge building. Students experiment with new communication tools and analyze readings about the impact of rapidly changing methods of communication on organizational cultures.
    University Syllabus

  • MMC 560 Interpersonal and Intercultural Communication

    In this course, students develop the knowledge and communication skills necessary to thrive in an intercultural world. The course addresses the importance of intercultural communication; the relationships among culture, communication, and identity; and common cultural patterns. Emphasis is placed on the roles of language and nonverbal communication and the development of intercultural communication skills. Students will research and discuss best practices for professional behavioral expectations and for confronting problems and misconceptions whether conducting business locally or globally. Prerequisite: Graduate Standing
    University Syllabus

  • MMC 580 Leadership and Organizational Communication

    This course examines organizational communication and leadership from four distinct perspectives: symbolic, political, human resources, and structural. The course also focuses on designing, implementing, and assessing leadership problems in organizations. Prerequisite: Graduate Standing
    University Syllabus

  • MMC 610 Conflict and Negotiation

    This course is a study of the causes and resolution of conflict. Emphasis is placed on the theory and practice of negotiation as a primary means of resolving conflict. Prerequisite: Graduate Standing
    University Syllabus

  • MMC 620 Critical Thinking Case Studies

    This course introduces case analytic skills. These skills involve dividing a case study into three parts: data, problem, and intervention. Emphasis is placed on developing and practicing an analytic logic that links all three components of a case. Prerequisite: Graduate Standing
    University Syllabus

  • MMC 640 Ethics and Decision Making

    Students examine the principles and practices of ethical behaviors at individual, organizational and social levels, and how decision making reflects ethical principles. In addition, students address appropriate organizational responses to ethical dilemmas and effective modes for communicating such responses. Prerequisite: Graduate Standing
    University Syllabus

  • MMC 680 Managerial Communication Capstone

    This capstone course requires students to communicate a comprehensive understanding of accumulated knowledge and skills by identifying, analyzing, and proposing solutions to a managerial communication problem in the workplace. Students will make a multi-media presentation of their findings. Prerequisite: Successful completion of 18 credits in the Managerial Communication core.
    University Syllabus

Concentrations

Business Concentration

  • MBA 600 Survey of Accounting

    Survey of Accounting is designed to provide students with an overall understanding of the manner in which business gathers, processes and uses information. Students are introduced to basic accounting and computer concepts and procedures through case studies and computer projects. Emphasis is placed on developing an understanding of basic accounting processes and principles, on data management in a computerized environment, and on the basic financial statements. Students are also expected to develop an appreciation of the needs for internal controls in a business. Issues relating to internal control procedures, computer security, privacy issues and ethics will be introduced through readings and case studies. Prereq: Graduate Standing
    University Syllabus

  • MBA 612 Financial Strategy

    Fundamental principles and practices relevant to a firm’s financial strategy are addressed. Emphasis is on conceptual foundations and analysis of how financial fundamentals impact corporate financial strategies and the efficient allocation of wealth resources. Topics include: key elements of financial environments, market efficiency, financial analysis, cash flow, incentive theory and practice, agency problems, time value of money, security valuation, risk analysis, portfolio theory and practice, capital budgeting, capital structure, dividend policies, options, global financial concerns, and contemporary financial issues. Prerequisite: MBA 600, 605, 606, 608 and 610. For MSBAN students – MBA 600, MBA 608 and MBA 610 or BAN 600. For MSA student - MBA 610
    University Syllabus

  • MBA 633 Advanced Organizational Behavior

    This course encourages the application of advanced conceptual and theoretical perspectives to the analysis and control of behavior in organizations. Students will practice diagnosing and resolving behavioral and organizational problems related to management functions, individual differences, group and interpersonal conflict, and work/life interface. Includes emphasis on perception, motivation, leadership, influence, work/family conflict, stress, decision-making, diversity, organizational learning, ethics, global issues and change. Prerequisites: For MAQC students - MBA 600 and MBA 610Prereq: MBA 605, 606, and 608
    University Syllabus

  • MBA 652 Marketing Strategy

    This course examines the key concepts and issues in developing and selecting a marketing strategy. Developing and implementing dynamic marketing strategies that are adaptable to changing conditions are emphasized. It examines processes that enable the domestic and/or international organization to continually learn from competitors, customers and other stakeholders with the objectives of developing marketing strategies that are essential to both obtaining and sustaining a competitive advantage. Students can gain career experience in marketing by analyzing various corporate dilemmas and developing strategies throughout the course along with creating marketing plan. Prerequisite: MSBAN students - MBA 608 Prereq: MBA 605, 606, and 608
    University Syllabus

Computer Information Systems Concentration

  • CIS 608 Information Security Management

    This course addresses the issues relating to successful information security management. Topics include access control systems, network and software security, management practices, risk management, protection mechanisms, business continuity planning, and legal and ethical issues. The course allows for analysis of current security management models.
    University Syllabus

  • CIS 620 Management Information Systems

    This course presents an overview of contemporary information systems challenges and possible responses to those challenges. The course surveys technologies related to computers, telecommunications, office systems, knowledge management, and computer-aided collaborative work. Emphasis is placed on the discussion of topics directly related to the effective provisioning of information services within organizational contexts, and focuses on areas with the greatest potential for application of current and emerging technologies to contemporary problems.
    University Syllabus

  • CIS 631 E-Commerce Management

    This course explores key business and technology elements of electronic commerce. It discusses issues of identifying opportunities for electronic commerce, strategies for conducting electronic business, and Internet technologies. This course also addresses legal, ethical, and security issues in an E-Commerce environment.
    University Syllabus

  • CIS 633 Information Technology Project Management

    This course addresses the complex and unique issues related to effectively managing projects in an Information Technology context. Emphasis is placed on the nine knowledge areas specified by the Project Management Institute (PMI) in A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Team-based and discovery-based learning methods are stressed. Development projects reflect actual problems provided by industry. A formal software project management plan detailing the process groups of initiating, planning, executing, controlling, and closing will be developed.
    University Syllabus

Executive Coaching Concentration

Executive Coaching Courses*

You must complete all three Executive Coaching courses. An Internship course (listed below) must be taken with an Executive Coaching course. Each Executive Coaching course is three credit hours.

  • MCL 650 Ethical and Professional Principles of Executive Coaching

    This course covers the ethical guidelines for professional coaches and professional practice standards. Topics covered include record keeping, dual relationships, and the current professional context and dynamics of the coaching field. Requirement - Must be taken concurrently with 1 credit hour of either MCL 654, 655, or 656.

  • MCL 651 Executive Coaching Communication Skills and Assessment

    This course addresses the academic theories upon which executive coaching is founded. These include the coaching relationship process and associated communication skills. It will also cover various assessment tools utilized in executive coaching. Requirement - Must be taken concurrently with 1 credit hour of either MCL 654, 655, or 656.

  • MCL 652 The Role and Relationship Dynamics of Executive Coaching

    This course will cover the role of executive coaches, as well as coaching relationship dynamics. A general model of executive coaching will be introduced and utilized throughout the course. Requirement - Must be taken concurrently with 1 credit hour of either MCL 654, 655, or 656.

Internship Courses*

You must complete all three Internship courses. An Internship course must be taken with an Executive Coaching course (listed above). Each Internship course is one credit hour.

  • MCL 654 Executive Coaching Internship Performance

    This course provides an opportunity for students to expand their learning by gaining guided executive coaching performance development in the actual workplace. The learning performance objectives and specific program of study must be developed in consultation with and approved by the course instructor and the site supervisor of the intern prior to the start of the internship. Requirement – One credit hour must be taken concurrently with one of these three courses: MCL 650, 651 and 652.

  • MCL 655 Executive Coaching Internship Skills

    This course provides an opportunity for students to expand their learning by gaining executive coaching skill development experience in the actual workplace. The learning skills objectives and specific program of study must be developed in consultation with and approved by the course instructor and the site supervisor of the intern prior to the start of the internship. Requirement – One credit hour must be taken concurrently with one of these three courses: MCL 650, 651 and 652. Prerequisite: MCL 654.

  • MCL 656 Executive Coaching Internship Competencies

    This course provides an opportunity for students to expand their learning by gaining guided executive coaching competency development experience in the actual workplace. The learning competencies objectives and specific program of study must be developed in consultation with and approved by the course instructor and the site supervisor of the intern prior to the start of the internship. Requirement – One credit hour must be taken concurrently with one of these three courses: MCL 650, 651 and 652.* Prerequisite: MCL 654 and MCL 655.


*For the Executive Coaching Courses and Internships, students will need Internet connectivity, a webcam, and a headset with a microphone.

Human Resource Management Concentration

  • BA 636 Compensation and Performance Management

    This course examines current theory, research, and practice necessary to make effective strategic decisions in managing compensation and performance issues. Included in this course is a detailed look at contemporary compensation systems and strategies, job analysis, and performance evaluations. Also includes how to design wage and salary structures and benefit packages in order to be competitive in today’s organizations. Prerequisites: MBA 600 and MBA 610
    University Syllabus

  • BA 638 Human Resource Law

    This course describes, analyzes, and evaluates legal foundations, cases, and applications of human resource law. Areas of law covered will include, but are not limited to, equal employment opportunity law, labor relations law, fair employment practices law, and compensation-benefits law. Human resource management practices will be considered within analysis and evaluation of laws, cases, and settlements. Prerequisites: MBA 600 and MBA 610

  • BA 646 Strategies for Recruitment and Selection of Human Resources

    This course is designed for students who desire to understand and master the intricacies associated with the recruitment and selection of human resources and practices, validity and reliability in testing, legal and regulatory factors affecting selection practices, making employment offers, and practices to ensure equal employment opportunity and affirmative action. Prerequisites: MBA 600 and MBA 610

  • MBA 633 Advanced Organizational Behavior

    This course encourages the application of advanced conceptual and theoretical perspectives to the analysis and control of behavior in organizations. Students will practice diagnosing and resolving behavioral and organizational problems related to management functions, individual differences, group and interpersonal conflict, and work/life interface. Includes emphasis on perception, motivation, leadership, influence, work/family conflict, stress, decision-making, diversity, organizational learning, ethics, global issues and change. Prerequisites: For MAQC students - MBA 600 and MBA 610Prereq: MBA 605, 606, and 608
    University Syllabus

Project Management Concentration

  • Students must take CIS 633 and select a minimum of 9 credit hours from the courses listed below.
  • CIS 633 Information Technology Project Management

    This course addresses the complex and unique issues related to effectively managing projects in an Information Technology context. Emphasis is placed on the nine knowledge areas specified by the Project Management Institute (PMI) in A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Team-based and discovery-based learning methods are stressed. Development projects reflect actual problems provided by industry. A formal software project management plan detailing the process groups of initiating, planning, executing, controlling, and closing will be developed.
    University Syllabus

  • CIS 644 Managing Project Risks

    This course is designed to teach the importance of risk management in projects and provide information about the tools needed to effectively assess and monitor risks throughout the project lifecycle. Emphasis is placed on managing risks associated with project changes and risks associated with information technology projects. Topics covered include recurring issues that lead to failure in IT projects, methods for addressing recurring issues, and assessing risk impact. Prerequisite: CIS 433 or CIS 633 or acceptance into the Master of Project Management (MPM) degree program.
    University Syllabus

  • CIS 663 Project Communications Management and Leadership

    This course explores communication and leadership techniques in order to equip project managers with the skills they need to deal effectively with issues relating to resources, stakeholders, global teams, and changing technology. Topics covered will include learning how to manage conflict, creating a positive team environment, running effective meetings, and managing successful projects. Prerequisite: CIS 433 or CIS 633 or acceptance into the Master of Project Management (MPM) degree program.
    University Syllabus

  • CIS 664 Project Management in Global and Virtual Workplaces

    This course provides a comprehensive overview of relevant topics in the area of global and virtual workplaces, challenges and issues in global project management, methods and tools for effective global project management and managing effective virtual teams. Students will engage in a virtual group project in order to experience key aspects of project management in a way that simulates real project management in a global organization. Prerequisite: CIS 633 or acceptance into the Master of Project Management (MPM) degree program.
    University Syllabus

  • CIS 665 Defining and Managing Requirements and Project Success

    This course is designed to explain the process of gathering requirements with emphasis on the successful management of requirements and its relationship to project success. Topics covered include requirements gathering techniques, identifying success criteria, and common reasons for project failure. Prerequisite: CIS 433 or CIS 633 or acceptance into the Master of Project Management (MPM) degree program.
    University Syllabus

Transnational and Cross-cultural Communication

  • PS 505 Comparative Intelligence Cultures

    Examines in comparative perspective the intelligence communities of various important states around the globe, including both allies and adversaries of the U.S.
    University Syllabus

  • PS 515 Comparative Foreign Policy

    This course defines, analyzes, and compares foreign policies across the globe. The materials review internal and external factors that influence and complicate the formation of foreign policy as well as consider the various norms and theories that exist about foreign policy construction within the global environment. Finally, numerous case studies are examined in terms of divergence and variety across states and regions. This course is designed to make students familiar with the foreign-policy thinking of countries that are both allied with and adversarial to the United States.
    University Syllabus

  • PS 625 Analyzing Anti-Americanism

    This course examines the various and diverse forms, philosophies, and political arguments made around the globe for going against American policy and interest. It will analyze the different theoretical approaches used to study anti-Americanism and delve into the various international and domestic factors impacting the phenomenon.
    University Syllabus

  • PS 690 Democracy, Gender, and Reform Across the Middle East

    This course examines the Greater Middle East (from Morocco to Iran) to expose the issues of democratization, gender relations, and political/economic reform. The material reviews various democratization projects occurring throughout the region, comparing and contrasting strengths and weaknesses, while drawing general conclusions about democracy in the Middle East writ large. The complex and evolving role of women in this process, from the political, economic, and cultural perspectives, is emphasized and used to ascertain future potential trajectories. Theoretical and philosophical debates about Islam, democracy, and civil liberties are investigated.
    University Syllabus

Students applying for professional license or certification should verify the University’s offerings meet the requirements with the professional organization.

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