Traditional Full-Time MBA Curriculum

Newark Campus

Rutgers Business School Full-Time MBA offers the flexibility to pursue your MBA degree in 12 – 21 months preparing students for unparalleled success, with an innovative curriculum and valuable hands-on experience. Graduates from this program go on to lead corporations, excel in their discipline and build businesses of their own.

Rutgers MBA Curriculum

The Traditional Full-Time MBA curriculum (as outlined below) is identical to the Flex MBA curriculum (effective Spring 2009).

Calculus / Statistics Proficiency

Students who have completed prior 3-credit undergraduate level courses in calculus and/or statistics with a grade of "B" or better, and have done so within no more than four years of date of admission (for statistics only; for calculus there is no time requirement) will have satisfied this requirement. Otherwise, all incoming students must complete two-credit courses in calculus and/or statistics during the first trimester of enrollment. The courses are offered in the evening fall and spring trimesters. Credits for calculus and/or statistics courses taken at Rutgers Business School — Newark and New Brunswick during the first trimester of enrollment will count toward the degree, reducing the number of elective credits needed.

• Learn more about proficiency requirements

MBA Core
(19 credits)

Foundation Courses
(3 courses / 6 credits)

Integrative Course Requirement
(1 course / 3 credits)

Concentration / Elective Courses
(Up to 32 credits)

The following list of concentrations are offered for our Traditional Full-Time MBA program.

• Entrepreneurship
• Finance
• Global Business
• Information Technology
• Management & Business Strategy
• Marketing
• Pharmaceutical Management
• Supply Chain Management
• Rutgers Customized MBA

Dual Concentrations

Dual Concentrations require a minimum of 15 credits in each Concentration (30 credits in total) except in the case of Pharmaceutical Management which requires 18 credits (33 credits in total).

Rutgers Supply Chain Management MBA students win a regional case competition

Course Descriptions

22:010:502 - (3 cr)
Accounting for Managers

Introduces the basic concepts of financial and managerial accounting. Considerable stress is placed upon conceptual foundations, which are essential to accounting as an information system for management. Major topics include the accounting process, income determination, financial reporting, foundations of managerial accounting, operations planning and control, and performance evaluation.

22:373:551 - (2 cr)
Business Communications

Sharpens the writing and speaking skills of MBA students so that they will be more effective communicators. Assignments progress from simple to increasingly complex reports and include abstracts, case analyses, statistical analyses, and library research. Class time is taken up with instruction on organizing written reports, analysis of samples of students’ writing, and oral presentations by students.

22:960:575 - (3 cr)
Data Analysis & Decision Making

Introduces statistics as applied to managerial problems. Emphasis is on conceptual understanding as well as conducting statistical analyses. Students learn the limitations and potential of statistics, gain hands-on experience using Excel, as well as comprehensive packages, such as SPSS®. Topics include descriptive statistics, continuous distributions, confidence intervals for means and proportions, and regression. Application areas include finance, operations, and marketing. Introduces the basic concepts of model building and its role in rational decision making. Knowledge of specific modeling techniques, such as linear and nonlinear programming, decision analysis, and simulation, along with some insight into their practical application is acquired. Students are encouraged to take an analytic view of decision making by formalizing trade-offs, specifying constraints, providing for uncertainty, and performing sensitivity analyses. Students form groups to collect and analyze data, and to write and present a final report.

22:373:623 - (1 cr)
Ethics, Business & Society

A major priority of the course is to equip students to make thoughtful and effective arguments as to how to deal with business issues as to which there is no obvious, clear answer, and in which ethical, social, or political concerns are present.  Learning in the classroom will take place primarily through discussing readings, which should be read before class; lecturing will be secondary to discussion.

22:390:674 - (3 cr)
Evaluating New Ventures

This multidisciplinary MBA course will provide students with the real world skills and business acumen to screen, analyze, and invest in early-stage technology and life-sciences start up companies. By the end of the semester, students will conduct technical and financial due diligence around a Rutgers invention. They will in turn create a full-blown business plan that they will pitch to the BEST institute for funding. The goal is to turn these real-world business plans into viable real-world businesses.

22:390:522 - (3 cr)
Financial Management

Provides a general survey of the field, including the basic principles of corporate finance, financial markets and institutions, and investment theory. Corporate finance topics covered include the objective of financial management, valuation of assets and associated problems in the valuation of the firm, acquisition of longtrimester assets (capital budgeting), management of short-trimester assets, capital structure, and financial statement analysis. Financial markets and institutions studied include money markets, stock and bond markets, derivatives, and the banking system. Investment analysis topics include portfolio theory and asset pricing models.

22:198:609 - (2 cr)
Information Technology for Managers

The objective of this course is to study management’s role in the development and use of information systems that help businesses achieve their goals and objectives. Information Technology (IT) has been the driving force behind the new way of doing business. IT has enabled modern organizations to make tremendous strides in productivity, has opened new markets, and has created new product and service opportunities. Managers should understand how IT could help to organize the complexity of modern organizations, manage relationships with customers, suppliers, and employees, and improve work efficiency.

22:621:543 - (3 cr)
Integrated Business Applications

Students consult with a private or public corporation or government agency on a business problem under a contract with the client institution. Requires students working with a faculty member to undertake, analyze, and report on the assignment and present recommendations to executive managers from the client organization. Consulting assignments are completed in teams.

Prerequisite: All MBA Core courses

22:553:533 - (2 cr)
International Business

Exposes students to numerous challenges a firm faces as it attempts to internationalize its operations. At course end, student is expected to have a better understanding of the microfactors that make management of international businesses distinct from domestic businesses. The topics include entry strategies, site selection, world trade organization, and ethics in international business.

22:373:592 - (2 cr)
Law & Legal Reasoning

Introduces the legal environment in which management functions. Studies the law of corporations as a system for affecting relationships among the corporation, its shareholders, employees, managers, and society. Exposes student to managerial aspects of antitrust and securities law as well as to current questions regarding business's role in society.

22:223:521 - (3 cr)
Managerial Economic Analysis

Introduces the aspects of economics that are most relevant to the operation of the individual firm or nonprofit organization. Covers theory of individual economic behavior, demand theory and demand estimation, cost and supply, price determination, production decisions, and industry structure.

22:630:550 - (3 cr)
Marketing for Decision Making

The purpose of the course is to offer an understanding of the nature and role of marketing in the firm and in the society. Students will gain knowledge regarding the marketing decisions of price, place, promotion, product, develop an understanding of consumer behavior, market research, social and cultural factors affecting marketing.  The course will expose students to a series of marketing principals, frameworks, and analyses.   These techniques will be applied to a series of case studies to reinforce the concepts.   At the end of the course the students should be able to develop effective marketing plans for products and services.

22:799:564 - (3 cr)
Operations Analysis

Covers fundamentals of performance analysis for various operational issues encountered in real life supply chain processes. The major topics include demand forecasting techniques, sales and operations planning (SOP), mathematical programming applications and spreadsheet solutions, supply chain inventory planning, uncertainty, and safety stock management, project resource allocation and risk analysis, network design and facility location selections, and computer simulation and quality management. Harvard Business Cases on developing cost-effective solutions for continuous improvement of a company’s operational efficiency and strategic position in today’s highly dynamic and competitive marketplace are used. The objective of the course is to help our students to develop analytical thinking skills and to build the knowledge of business performance optimization toward operational excellence of supply chains.

22:620:540 - (3 cr)
Organization Behavior

Explores human dynamics by examining the role of management and learning styles in the effective functioning of organizations.Topics include personality types, motivation, cognition and learning, communication, team development, and leadership. Through class discussions, case analyses, simulations, and group projects, students learn critical managerial skills such as communication, decision making, conflict resolution, and team building.

22:620:542 - (2 cr)
Strategic Management

Discusses skills and concepts needed to manage an organization to compete effectively in its environment. Provides tools for identifying environmental opportunities and threats and organizational strengths and weaknesses. Serves as a basis for the interfunctional management team consulting project.

Prerequisite: All MBA Core courses

22:620:672 - (3 cr)
Urban Entrepreneurship & Economic Development

The purpose of this course is to study the many dimensions of urban entrepreneurship and economic development through an exploration of the business and policy issues, the use of action research methods, and the development and completion of consulting projects. It draws heavily on case studies, experiential learning, and guest speakers.

This course is based on the Rutgers-Newark campus to leverage the city as a living laboratory for the study of urban entrepreneurship and economic development. Students in this course will be directly involved in the economic development  initiatives of Rutgers-Newark and act as co-managers of the $1 million Profeta Urban Investment Foundation at Rutgers Business School.

This course is designed for students who exhibit high degrees of self-direction and significant interest in urban issues, entrepreneurship, and/or economic development. Students will be challenged to work individually and in teams on projects, reports, and research at the intersection of business, community development, new venture creation, urban policy, and economic development.

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