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E. Byron Chew, Stephen Craft, Bert Morrow, Sara Robicheaux, Jack Taylo
The business administration major enables students
to graduate ready to participate fully in the rapidly changing world
of business, as well
as to pursue graduate studies. The greatest strength of the business
administration program lies in its philosophical commitment to creating “strong
generalists” rather than “specialists.”
Birmingham Southern’s business administration major has been recognized
by numerous national and international organizations for program innovation.
It is recognized as unique due to its emphasis on team teaching, student
team building, continuous programmatic assessment, integration of business
disciplines within the liberal arts, and the senior capstone experience.
Awards and recognition have been from The Southwestern Business Deans’ Association,
Association of American Colleges and Universities, International Academy
of Business Administration, Council for Advancement and Support of Education,
Association of Collegiate Business Schools and Programs(ACBSP), AACSB
International, and the American Association for Higher Education.
Students completing the business administration program
should, at minimum, understand the following:
(a) The roles and responsibilities of managers, including the steps
that must be taken to plan, organize, lead, and control organizations;
the application of quantitative tools and techniques used in solving
business problems; and the concepts of organizational behavior, the means
by which managers can design and change organizations and work systems.
(b) The roles and responsibilities of marketing managers, including
developing products and services; targeting markets; developing marketing
strategies; and an understanding of the role of consumer behavior and
the channels through which products and services reach the ultimate consumer
in both for profit and not for profit organizations.
(c) The roles and responsibilities of the financial manager, including
analyzing and using financial statements to assess the financial health
of a firm from the perspectives of management and the suppliers of capital;
developing pro forma financial statements for use as a tool in forecasting
long and short term funding needs; applying the time value of money concepts
to the financing and investment decision making process, particularly
in the areas of security valuation and capital budgeting; and a familiarity
with capital structure issues, dividend policy, and working capital management.
(d) The fundamental principles and language of economics, including the
nature and role of a market, profits, and entrepreneurship.
(e) The concepts of strategy formulation and implementation and what
it means to respond to the external forces affecting the organization,
including economic, social, cultural (demographic), competitive, environmental
(ecological), political, governmental, legal, and technological forces.
The Division’s programs are accredited
by AACSB International.
The following courses are required (15 units):
- AC 221 and 222
- EC 201 and 202
- MA 207
- BA 201
- BA 311
- BA 320
- BA 350
- BA 363
- BA 372
- BA 400
- BA 474
- BA 475
- BA 499
The following courses are required (7 units):
- AC 221 and 222
- EC 202
- BA 201
- BA 320
- BA 350
- BA 372
BA 201 The Real "Bottom Line": Foundations
of Business Thought (1)
An examination of classic and contemporary literature in order to explore
perceptions and opinions about business and the role individuals play
in business organizations. The course reviews the evolution of thought
on the organizational structure of business enterprises. In particular,
it considers objectives of business beyond profitability: that is, more
than the "bottom line." Fall, Spring.
BA 311 Quantitative Analysis for Business and Economics (1)
Selected methods and techniques related to managerial choice and administrative
decision making (same course as EC 311). Prerequisites: MA 207 and BA
201. Fall, Spring.
BA 320 Management Principles and Organizational Behavior (1)
A study of the nature and problems of planning, organizing, staffing,
directing, and controlling organizations. Prerequisite: BA 201. Fall,
Spring.
BA 350 Principles of Marketing (1)
A survey course of marketing as an exchange process. Consideration is
given to product development as well as to how transactions in the
marketplace are initiated, motivated, facilitated, and consummated
by both business and nonbusiness organizations. Prerequisite: BA 201
Fall, Spring.
BA 363 Legal Environment of Business (1)
A study of the legal environment in which business operates, including
the institutions and processes by which law is created, molded to meet
changing needs, and applied to particular cases. The course also examines
the multitude of legal rules that serve to channel the behavior of
business men and women in socially sanctioned directions. Prerequisite:
BA 201 or junior standing. Fall, Spring.
BA 372 Principles of Finance I (1)
An introductory course in the principles of financial analysis directed
at developing the tools necessary for sound financial decision making.
Major topics include an overview of the financial environment, valuation,
financial forecasting, and capital budgeting. Prerequisites: AC 221
and 222, BA 201, and EC 202. Fall, Spring.
BA 400 Strategic Issues in Organizational Theory and Management (1)
A study of the business organization as a device for mobilizing people
and resources to accomplish objectives; a survey of concepts in organizational
theory, structural design of organizations and human behavior, and
integration of these concepts into effective tools for the use of managers.
Prerequisites: BA 201, BA 320, and senior standing.
BA 414 Investments (1)
A study of various financial instruments and investment theories. The
primary objective of this course is to develop analytical tools for
making investment decisions and to learn practical applications of
investment theory. These tools facilitate portfolio selection and the
relationship between risk and return. The application of these tools
leads to an understanding of stocks, bonds, options and mutual funds.
Prerequisite: BA 372. Spring.
BA 445 Leadership and Decision Making (1)
An advanced course that provides an understanding of various theories
and concepts pertinent to decision making. Students apply these concepts
to formulate and solve unstructured leadership problems (a Leadership
Studies designated course). Prerequisite: BA 320. Spring.
BA 470 Special Topics in Business (1)
A seminar on selected topics in the leadership and management of organizations.
BA 474 Principles of Finance II (1)
A second course in the principles of financial analysis directed at developing
the skills of financial decision making. Major topics include current
asset management and international finance. In addition, the course
develops the student’s ability to make financial decisions by
using a case study format that builds on the skills developed in BA
372. Prerequisite: BA 372.
BA 475 Marketing Management (1)
A study of marketing from managerial viewpoints: critical analysis of
functions of marketing opportunity assessment, marketing planning and
programming, marketing leadership and organization, evaluating and
adjusting marketing effort. Prerequisite: BA 350.
BA 493 Independent Study (1)
Supervised reading, field work, written reports, analysis of theoretical
and practical problems designed primarily for seniors. Prerequisite:
consent.
BA 498 Teaching Experience in Business Administration (1)
Open to sophomores, juniors, or seniors with consent of major advisor.
BA 499 Strategic Management (1)
An integration of several business functions, such as accounting, finance,
production, marketing, and management, in developing and stimulating
the student’s skill at the formulation of overall management
strategy and policy. Prerequisites: senior standing as a major in business
administration, including completion of 28 regular term units and two
of the following courses: BA 400, BA 474, BA 475; plus completion of
the following principles courses: BA 201, BA 320, BA 350, BA 372.
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