Our Online Master of Business Administration degree program offers a well-rounded education to develop real-world business knowledge, setting you up for success.
Explore practical accounting and financial techniques that you can use to enhance your decision-making abilities and help boost your organization’s performance. The Accounting specialization integrates accounting theory and practice with management skills and provides the opportunity to grow more competent in forecasting, cost analysis, and assessment methods as well as managing operational and financial business risks.
Transfer of Credit: Students may be eligible to transfer up to 15 credits. Chartered Financial Analyst (CFA) Level I, II, or III certifications can be applied toward specialization courses.
This sequence represents the minimum time to completion. Time to completion will vary by student, depending on individual progress and credits transferred, if applicable. For a personalized estimate of your time to completion, call an enrollment specialist at 844-768-0610.
The courses are delivered in a prescribed sequence. Each 16-week semester includes two consecutive 8-week courses. In addition, for students with a non-business undergraduate degree, the first semester includes a self-paced Business Essentials course designed to increase success throughout the degree program.
|Semester||1||Course Code||WMBA 4990||Course||Business Essentials||Credits||(0 sem. cr.)|
|Semester||1||Course Code||WMBA 6000||Course||Dynamic Leadership||Credits||(3 sem. cr.)|
|Semester||1||Course Code||WMBA 6010||Course||Managing People and Promoting Collaboration||Credits||(3 sem. cr.)|
|Semester||2||Course Code||WMBA 6020||Course||Fostering a Culture of Innovation||Credits||(3 sem. cr.)|
|Semester||2||Course Code||WMBA 6030||Course||Managing Business Information Systems||Credits||(3 sem. cr.)|
|Choose 1 course from below:|
Communication for Leaders and Managers
Competing in the Global Economy
Critical Thinking for Effective Management
Harnessing the Power of Data and Information
Managing First Things First
(3 sem. cr.)
(3 sem. cr.)
(3 sem. cr.)
(3 sem. cr.)
(3 sem. cr.)
|Semester||3||Course Code||WMBA 6040||Course||Improving Business Performance||Credits||(3 sem. cr.)|
|Semester||4||Course Code||WMBA 6050||Course||Accounting for Management Decision Making||Credits||(3 sem. cr.)|
|Semester||4||Course Code||WMBA 6060||Course||Marketing for Competitiveness||Credits||(3 sem. cr.)|
|Semester||5||Course Code||WMBA 6070||Course||Managerial Finance||Credits||(3 sem. cr.)|
|Semester||5||Course Code||WMBA 6990||Course||Capstone: Sustainable Business Practices and Strategies||Credits||(3 sem. cr.)|
|Semester||6||Course Code||WMBA 6681||Course||Decision-Making Tools for Today's Financial Professional||Credits||(3 sem. cr.)|
|Semester||6||Course Code||WMBA 6683||Course||Managerial Accounting for Organizational Performance||Credits||(3 sem. cr.)|
|Semester||7||Course Code||WMBA 6687||Course||Managing Operational and Financial Business Risks||Credits||(3 sem. cr.)|
A background in the basics of business is often a key to making the most of a graduate business or management program. In this foundational course, students can build their business acumen in major functional areas that are essential to business success including business leadership and management, business ethics, the legal environment of business, accounting, finance, economics, quantitative methods and statistics, information systems management, global business, marketing, and strategic management.
Being an effective leader is essential in business and demands that an individual has a strong set of competencies including the ability to understand one's self, motivate others, understand organizational culture, and manage ambiguity. In this course, students begin their personal and professional transformation by closely examining their current strengths and weaknesses, values, decision-making processes, and approaches to dealing with difficult problems. Students also explore leadership in turbulent times by examining how effective leaders think as well as how various management styles impact situations and relationships within an organization. Topics include key leadership concepts with applications to authentic situations; personal leadership and competency assessment; personal and professional development planning; and ethical values-based leadership decision making.
Contemporary business environments are increasingly competitive, global, fast paced, and knowledge intensive. In these environments, effective use of human capital is vital to an enterprise's success and survival. In this course, students will explore practical issues related to developing individuals and managing collaboration and will examine the skills and strategies necessary to address them effectively. Students will examine ethical and legal implications of managing a diverse workforce including issues that arise from cross-cultural differences and virtual work settings. The importance of communication as a tool to manage internal and external relationships is emphasized as it relates to the effectiveness of managing people to achieve organizational goals. Topics include planning and executing staffing strategies, developing individuals, fostering positive work environments, creating and sustaining teams, maintaining influence in the organization, managing a global workforce, managing programs for productivity improvement, and planning and managing the human side of organizational change.
In today's complex and uncertain environment, innovation is important to achieving business success. In this course, students will examine how to be an effective creative leader who can readily apply imagination to resolve complex problems. Additionally students explore methods to establish a work environment conducive to creative thinking. Students will gain a set of proven methods, skills, and strategies that enable innovative breakthroughs to occur in a much more deliberate and predictable manner. Topics include: an overview of the concepts of creativity, foresight, and innovation; the diversity of different creative thinking styles; the "design thinking" process for business problem solving; work environments that stimulate creativity; characteristics of leaders who exemplify creativity that often leads to innovation; and the application of creativity and innovation concepts in organization settings.
The need for information and dependence on information systems and enabling technologies are ubiquitous in business. Businesses use information systems to collect, process, store, and manage data, which can be aggregated and disseminated in the form of information to support effective decision making. Students in this course explore how to realize optimum benefit from information systems and technology to support and improve business decisions, processes, and services at all levels of business in alignment with business goals to achieve competitive advantage and sustainable business performance. Topics include cost, selection, implementation and use of information systems; quality, reliability, and process standards; and use of information systems to drive strategic advantage.
The ability to communicate with others influences success in both professional and personal settings. As communities and places of work become increasingly diverse, the intersections of interpersonal and intercultural communication also increase, and communicators need to be aware that the cultural diversity of their audiences should affect the way they convey information. Students in this course examine interpersonal and intercultural intersections and study the influence of cultural diversity on interpersonal communication. By examining theory, students develop an approach to practice and hone individual strategies for communicating successfully in diverse interpersonal situations. Topics include interpersonal communication theory, intercultural communication theory, individual communication competence, nonverbal channels, person perception, conflict resolution, and listening and communication barriers.
Over the last few decades, a fundamental shift in the world economy has been underway. No longer are national economic interests and business operations largely confined within well-defined geographic borders. Phenomena such as the explosion of the Internet, outsourcing, and the reduction in barriers to cross-border trade have all contributed to the creation of a truly global economy. Students in this course focus on the global environment of business and explore how the international sociocultural, political, legal, economic, physical, and historical environments affect business practices and policies. Students will learn the skills and methodologies required for market analysis and business strategizing on a global scale. In particular, students identify the internal and external forces affecting an organization's ability to compete both domestically and globally.
Managers encounter a variety of challenges on a daily basis, which require the ability to employ existing tools and strategies to strategically communicate with individuals and the organization at large and to understand the different types of attitudes and values of others. Individuals with these skills are most successful when their efforts are coupled with the ability to think critically and analytically. Students are provided with the opportunity to improve their overall critical-thinking and reasoning skills within a managerial context. Using relevant management articles, case studies, and current topics analyses, students sharpen their diagnostic-reading skills and learn to construct effective, ethical, evidence-based arguments, which are fundamental capabilities of effective managers. They also examine common fallacies in thinking and reasoning as well as the rhetorical use of language to formulate convincing and effective arguments.
Effectively using data and information can make the difference in whether the best decisions are made or problems are solved correctly. There are multiple approaches to practical managerial problem solving that are rooted in the systematic collection, analysis, and display of relevant data and information. In this course, students examine the importance of data, beginning with the process of transforming data into information, and then focusing on the best methods for presenting that information in support of sound and ethical decision making. Students evaluate common misinterpretations or errors in working with data and determine how to detect data and information presented in a deceptive manner. Students explore current paradigms in data-based decision making and problem solving. They learn how they can use these analytical-thinking practices to improve their general managerial decision-making skills.
Effective managers know how to identify, prioritize, and act upon the most important items of the myriad of tasks that can potentially distract them on any given day. Students will explore the qualities of effective managers and various management styles to identify those which resonate. Students will examine critical skills that are imperative to successful management including organizing and handling priorities; communicating effectively; motivating, empowering, and developing people; resolving issues and challenges; and managing oneself. Students will gain valuable skills and knowledge that they can apply immediately.
One of the most critical challenges in maintaining and improving organizational performance is identifying core strengths and weaknesses within the organization and across the more general value creation landscape. The focus of this course is on the challenges and opportunities for managers to create value and to increase organizational performance through the effective deployment of systems thinking and change management skills. Students in the course explore systems thinking as a process whereby problems are viewed as individual components within a larger system, and explore how various operational and systems thinking frameworks such as the Theory of Constraints and Lean Six Sigma can be utilized to optimize organizational performance in both industrial and service settings.
Accounting is the language of business. Managers must understand and be able to effectively use this language to create meaningful measures upon which to make appropriate decisions. They must know what to measure, how to measure, and what the consequences of the measurement might be. In this course, students will take a rigorous stakeholder approach that integrates fundamental managerial accounting topics with strategic business analysis. Topics include the use of accounting information to make effective business decisions; analysis of the impact of decisions on various stakeholder groups; and the development of sustainable solutions based on the information that is measured, analysis of various types of budgets, strategic planning, and forecasting as well as communicating accounting information effectively to various stakeholders. Various specific accounting tools and their usefulness to managers will be evaluated.
Effective managers know that a clear understanding of the role of marketing, as well as a grasp of effective marketing practices, is essential for organizations to succeed in today's fast-paced, competitive environment. In this course, students gain a working knowledge of both marketing theory and the practical application of innovative marketing tools and strategies. Students also explore how product, price, place, promotion, and people contribute to the marketing mix as they explore research-based insights into consumer behavior. Topics include product and service differentiation, competitive analysis, relationship marketing, coordination of marketing functions, and distribution strategies.
Today's companies are challenged to constantly do more with less. Effective managers know how to deploy scarce financial resources in ways to achieve optimum returns on these resources. Students will discover the latest financial tools and analytic methods to strengthen the capital investment decision-making process. Students will use critical-thinking skills to apply and, at times, challenge traditional financial theory, while balancing various stakeholder interests in the financial decision-making process. Students will examine a range of contemporary issues and techniques relevant to sound and ethical financial decision making. Topics include the role of stakeholders in optimizing firm value, assessment of an organization's financial position, effective communication of financial information and goals, the analysis of risk and reward in financial decision making, the impact of financial decisions and capital structure on firm value, the role of ethics in financial decision making, and the evaluation of financial decisions to enter international markets.
The purpose of the capstone course is to integrate the knowledge and concepts students have gained through the MBA program. Students will practice their skills and employ their knowledge by evaluating business strategies capable of achieving sustainable competitive advantage. Students in this course will be required to identify and address challenges and opportunities found in today's complex and often uncertain business environment. Students complete their transformational journey through the program by reflecting on their learning and will consider the next phase of their career development. The aim of the course is to improve the students' ability to manage in an environment requiring both strategic and operational knowledge. Topics include corporate social responsibility and stakeholder management, resource-based capabilities analysis, external competitive analysis, business-level strategy evaluation and development, and change management.
Today's effective finance professionals use a variety of financial management tools as they seek to evaluate alternatives and make sound financial recommendations. Students will gain practical experience of a financial professional's role by using financial modeling tools such as breakeven and cost-volume-profit analysis for model pricing and cost sensitivity, forecasting and cost prediction, variance cost analysis, relevant cost analysis, project valuation and prioritization using payback, rates of return, and discounted cash flow methods. Students' increased diagnostic critical-thinking skills will help them to construct effective, ethical, fact-based arguments, which are among the fundamental capabilities required for financial decision making. Using relevant management articles, case studies, and topic analyses, students also examine how to align business needs with fact-based solutions, how to identify new opportunities, and how to manage and enhance an organization's competitive position.
One of the primary functions of the accountant's role is preparing internal accounting information that can be used by management for effective decision making and organizational performance. Students can gain a practical perspective into this role through case study review and analysis of pricing and contribution margin analysis, cost management and allocation, activity-based costing and throughput accounting, and inventory management. Students assess performance measurements, including key performance indicators, balanced scorecard, and forecasting. They explore operating and capital budgeting and financial planning techniques and become familiar with quantitative models and approaches used in management accounting. Through this course, students learn about the different departments and operating divisions within an organization and how they work individually and collaboratively to handle accounting responsibilities.
Accountants and business managers must be astute and proactive in managing a business to combat the inevitable threat of operational and financial risks, including those involving credit, market, liquidity, reputation, technology, and legality. In this course, students assess the tools used by accountants and managers in managing these risks. They explore the various processes used to identify, analyze, and assess risks, and they learn the appropriate use of financial and operational controls to mitigate such risks. Additionally, students examine ways to implement techniques, such as developing a risk control matrix and using the concepts of the Committee of Sponsoring Organizations of the Treadway Commission (COSO) framework to improve an organization's enterprise risk management.
Note on certification:
Most states require individuals to complete 150 semester (225 quarter) hours in certain subject areas in order to be eligible to sit for the Certified Public Accountant (CPA) exam and/or obtain a CPA license. Walden’s accounting programs can help graduates progress toward meeting those requirements, however, the Walden BS in Accounting, MS in Accounting, and MBA Accounting specialization are not designed or intended to lead to CPA license eligibility without supplemental coursework. The BS in Accounting offers 120 quarter (80 semester) credit hours that include upper-level courses in topics such as financial accounting, auditing, taxation, and management accounting. The MS in Accounting offers 30 semester (45 quarter) credit hours, while the MBA Accounting specialization offers nine semester (13.5 quarter) credit hours. These programs include graduate courses in topics such as financial accounting, managerial accounting, and legal and ethical accounting practices. This will require students to complete additional coursework to meet state requirements.
In each state, there are specific policies that must be followed when an individual is seeking to become a licensed accountant. Some states will not allow individuals who complete the Walden accounting programs to sit for the CPA licensing exams due to state-specific issues such as professional accreditation or face-to-face instruction. For information on the educational requirements for your state, refer to the state’s Board of Accountancy or related agency.
Walden enrollment specialists can provide guidance about accountant licensure; however, it remains the responsibility of the individual enrolling in the program to read, understand, and comply with the licensure requirements in the state where he or she resides. Additionally, prospective students are advised if they choose to relocate to carefully review, evaluate and understand the requirements of the applicable licensure board in the state in which they intend to relocate.
Walden University can make no representation, warranty, guarantee, or commitment that successful completion of a Walden program, or coursework for credit within a program, will make a graduate eligible to sit for a licensure exam or to obtain state licensure.
Walden’s BS in Business Administration, Master of Business Administration (MBA), Doctor of Business Administration (DBA), and PhD in Management programs are accredited by the Accreditation Council for Business Schools and Programs (ACBSP). The MS in Accounting and BS in Accounting programs are also accredited by the ACBSP and have earned the organization’s Specialized Accounting Accreditation.
Time to completion and cost are not estimates of individual experience and will vary based on individual factors applicable to the student. Factors may be programmatic or academic such as tuition and fee increases and/or the student’s transfer credits accepted by Walden; program or specialization changes; unsuccessful course completion; credit load per term; part-time vs. fulltime enrollment; writing, research and editing skills; use of external data for their doctoral study/dissertation; and individual progress in the program. Other factors may include personal issues such as the student’s employment obligations; care giving responsibilities or health issues; leaves of absence; or other personal circumstances.