Master of Business Administration

Joe Sprangel, dean of the College of Business and Professional Studies
Sungil Chung, Karen Hiltz, Jinyoung Kang, Robert Klonoski, Joanne Tritsch

The Master of Business Administration (MBA) at Mary Baldwin University is part of the Susan Nolan Palmer Graduate Programs in Business, funded by a generous gift from alumna Susan Nolan Palmer ’67.



The vision of the MBA program at Mary Baldwin University is one where:
Graduates of the program are developing or working for business organizations that conduct themselves as community citizens that treat all stakeholders with respect and act in their mutual best interests.

Mission Statement

The mission of the MBA program at Mary Baldwin University is:
Educating business leaders with the skills they need to lead organizations that see possibility in making a positive social and/or environmental impact while making a good living.


Mary Baldwin University is accredited by the Southern Association of Colleges and Schools Commission on Colleges (SACA-COC) to award bachelor’s, master’s, and doctoral degrees. Inquiries concerning accreditation status only should be directed to: SACS-COC, 1866 Southern Lane, Decatur, GA 30033-4097; 404-679-4500.

Admission Requirements

Graduate Offerings

For-Benefit Certificate
Master of Business Administration (MBA)

General Requirements for Admission

Mary Baldwin’s MBA coursework is designed with similar rigor to other MBA degrees, but it is intended to be accessible to those with business and non-business undergraduate degrees. Prospective students will be evaluated from a holistic perspective, and the following admissions criteria will be taken into consideration:

• Bachelor’s degree: If the degree is not in business, accounting, or an approved business-related field, the applicant will take an exam to evaluate his or her level of business knowledge. Based on exam results, applicants may be required to take one or more pre-MBA module courses offered at MBU.
• GPA: Minimum standard of 3.0; consideration given for work experience and/or other degree work
• Work experience: Preferred, but not required. Prospective students should submit a resume to have work experience taken into account as part of an overall application.
• Essay: A short written essay is required to evaluate an applicant’s level of interest in the program and writing capability.
• Interview: Individual interviews may be requested by the review committee.

Pre-requisite Courses

Pre-MBA Module: Students without an undergraduate business or related degree will be required to take an internal exam to determine their level of business knowledge. Based on the exam results, students may need to take one or more of the competency-based pre-MBA modules. These will be online and self-paced. Areas included in these core competencies are accounting, business finance, business law, management, and marketing.

Conditional Acceptance

Students interested in taking one or two courses may do so without completing the formal admissions process. This option can be used by those with a particular interest in a specific offering or whose previous degree work does not meet the admissions requirements. After completion of selected courses, students may apply for full admission to the MBA program.

Conditional Early Admission Program

Mary Baldwin undergraduate students are encouraged to apply to the MBA graduate program. In order to apply to this program, students must meet with the undergraduate business advisor to plan coursework and determine eligibility for this program. Eligible students must meet all admissions requirements of the graduate program and be a Mary Baldwin University graduate in order to matriculate to this program.

Admission Decisions

Admission decisions are made by the MBA Admissions Committee after applications are completed, the interview has been given (if necessary), and the committee has reviewed applications in the context of the applicant pool. Applicants are informed of their admission status. Applicants are advised at the time of their admission regarding any additional undergraduate course requirements that must be fulfilled as conditions of enrollment.

Tuition and Fees 2017–18

Tuition for all courses in the MBA program is determined on an annual basis and is detailed on the MBU website.

Financial Assistance

Mary Baldwin makes every effort to assist students who need to obtain funding for education. Students should contact the Office of Financial Aid at the time of application. To qualify for aid, students must be accepted into the MBA program, meet registration deadlines each semester, and make satisfactory academic progress in the work attempted. Aid is awarded pending approvals of federal and state agencies.

Aid for Which Graduate Students May Qualify
(Subject to approval and funding by federal and state agencies)

• Loans: Federal Unsubsidized Stafford Loans, Grad PLUS Loans, Private Education Loans
• Outside scholarships

Graduate Policies

Academic policies applicable to MBA graduate students are published in this section. Other program policies are provided to graduate students in the MBU Graduate Student Handbook. Policies may be amended at any time by the faculty, who determine the date at which amended policies become effective.

Honor System

The provisions of the MBU Honor System apply to graduate students. Students are responsible for understanding the provisions of the Honor System and seeking information from professors as to the application of the Honor Code to course activities.

Copyright Policy

The university enforces all provisions of copyright law. Students are responsible to inform themselves of the law, particularly with respect to copying.


Academic advisement is a process-oriented, interactive professional relationship between advisor and advisee. Each MBA student is assigned a faculty advisor who supports the student in career exploration, academic progress, and performance related to professional standards and for their final project.

Academic Progress for Graduate Programs

All MBA graduate courses in the college must be passed with a grade of “C” or better. A student receiving a grade of “D” or “F” in any course will be dismissed from the program. Students must maintain an overall GPA of 3.0 or better to continue in the program and graduate. Students falling below a GPA of 3.0 in any given semester will be placed on academic probation. A student may remain on academic probation for one additional semester in order to reach a 3.0 overall GPA. If the 3.0 GPA is not met at that time the student will be dismissed from the program.


The grading symbols used by the MBA graduate program are as follows:

A               Excellent
A-, B+       Very good
B               Good
B-              Competent
C               Minimum passing
D, F          Failing

Specific course grading scales are noted in the syllabus for each class and are determined by the instructor.

Grade point equivalents are:

A = 4.0
A- = 3.7
B+ = 3.3
B = 3.0
B- = 2.7
C = 2.0
D, F = 0

The grade point average is determined by dividing the total grade points earned by the total semester hour credits attempted in the MBA graduate program.

Students on academic probation should meet with their faculty advisor and course instructors on a regular basis to facilitate their academic improvement.

Transfer Credit

The courses in the MBA program are arranged in a specific sequence with some unique content, and therefore we cannot accept transfer of credits to this graduate program. These course may, however, be used to meet the prerequisite requirements. There is no waiver of course work or advanced standing granted in the program.


The temporary symbol of I may be given at the end of a course if, for reasons beyond his or her control, an MBA student is unable to complete the course work.

An incomplete may be given only with the approval of the dean of the College of Business and Professional Studies and the course instructor.

Incomplete work must be completed by the end of the next calendar term: that is, by the end of Term 3 for fall semester courses, and by the end of Term 1 for spring semester courses. In unusual circumstances, such as prolonged illness, with the approval of the instructor or the dean of the College of Business and Professional Studies, time may be extended.

If the work is not completed within the time specified, the registrar office will assign the grade awarded by the instructor based on the work completed to date.

Academic Grade Appeal

A student with questions about a grade should first contact the course instructor to determine if there is an error. That contact must happen within 20 calendar days of the time the grade is assigned. If there is an error, the instructor must report the correct grade to the dean of the College of Business and Professional Studies immediately. If there is no error, and the student desires to contest the grade, the student must submit written reason(s) for the appeal to the dean of the College of Business and Professional Studies within 10 days from the time the instructor denies the change request. The dean forms a hearing committee consisting of the dean, the registrar, the student’s advisor, and two faculty members. The committee reviews the written appeal, hears statements from both the student and the instructor involved, and approves or disallows a change.

Moral and Ethical Responsibility

MBA students may not engage in behavior or actions that endanger themselves or others, either while on MBU’s property or while engaged in a program or activity connected with the college and/or its programs. Students are required to comply with professional standards of schools in which they engage in practicum or research, interning, student teaching, or other activities connected with the college and/or its programs.

Requirement for Continuous Enrollment, Leave of Absence

Students are expected to remain enrolled continuously from the date of their initial registration for courses until completion of the degree. However, because of family emergencies or special situations, students may need to stop registering for new course work for a semester or two. The decision to do so should be made by the student in consultation with the program advisor. Students who do not enroll in graduate business courses for three consecutive sessions (or one calendar year) are considered “inactive” and no longer receive mailings from the College of Business and Professional Studies. Inactive students who wish to re-enter the program must reapply and must pay a re-enrollment fee of $50, if accepted. Records of inactive students who wish to re-enter the program are reviewed for reactivation. Certain conditions may be set for re-entry into the program: e.g., if program requirements have changed during the time students were on inactive status, they may have to meet the new requirements.

Course Sequence

All courses in Semesters 1 & 2 need to be completed prior to beginning courses in Semester 3.  The courses in Semester 3 must be completed prior to beginning the Semester 4 course. The sequence is show in the below diagram.

MBA Course Descriptions

The courses descriptions correspond to the course numbers and titles listed in the above diagram.

BUAD 511 Local Community (1.5 s.h.)
This course investigates the role of the organization in engaging with its community. Organizations that seek to make a positive social change assume the tasks of transforming the way in which people think and behave, their social relationships, institutions and social structures in order to make a positive impact on individuals, communities, and the environment. While they may do this as for-profit organizations, the benefits that result go beyond those generated for the firm (Stephan, Patterson, Kelly & Mair, 2016).

BUAD 513 Global Community (1.5 s.h.)
This course investigates the role of the organization in engaging with the community, on a local, regional and global scale. In doing this, we take a global perspective and investigate the approaches taken by organizations to community engagement in the United States as well as in Europe, Asia, and elsewhere around the globe.

BUAD 521 Business to Business Engagement (1.5 s.h.)
This course investigates the role of the organization in engaging in ethical conduct in their dealings with partners, suppliers, contractors, customers, and government agencies, as well as with competitors. Fairness and issues concerning socially responsible behavior arise in the areas of anti-corruption; regulation and the relationship of the firm to its regulators; fair competition and anti-competitive activity; the promotion of sustainable practices throughout a firm’s value chain; and in the protection of property rights.

BUAD 523 The Consumer (1.5 s.h.)
This course investigates the role of the organization in providing products and services to consumers. In doing this, organizations  have responsibilities to their customers that are in part shaped by regulation and contract, but also that stem from the concept of fair dealing and ethical conduct. Responsibilities include providing education and accurate information; using fair, transparent, and helpful marketing information and contractual processes; and promoting sustainable consumption and designing products and services that provide access to all and cater, where appropriate, for the vulnerable and disadvantaged. Responsibilities also involve minimizing risks from the use of products and services, through design, manufacture, distribution, information provision, support services, and withdrawal and recall procedures. Many organizations collect or handle personal information and have a responsibility to protect the security of such information and the privacy of consumers.

BUAD 531 The Local Environment (1.5 s.h.)
This course investigates the role of the organization in managing its environmental impact. In doing this, we take a global perspective and investigate the approaches taken by organizations to community engagement in the United States as well as in Europe, Asia and elsewhere around the globe. This considers the use of natural resources in the design and production of goods and services; in the construction and use of the facilities in which they are produced, delivered, and used; and in the materials and methods used to transport them. It contemplates cradle-to-cradle design and usage of products and it further contemplates the events and developments organizations need to consider in their long range planning, based on anticipated changes in earth’s environment.

BUAD 533 The Global Environment and Planning for Environmental Change (1.5 s.h.)
This course investigates the role of the organization in managing its environmental impact. In doing this, we take a global perspective and investigate the approaches taken by organizations to community engagement in the United States as well as in Europe, Asia, and elsewhere around the globe. In this course we will consider the global implications of climate change. While governments as well as individual organizations are taking steps to control the use of greenhouse gases and other pollutants as well as to mitigate their impact, the situation is far from being solved. Developments in environmental technologies are explored as are the concept and application of sustainable development — both in terms of industrialization and infrastructure developments as well as in terms of sustainable patterns of production and consumption. We also consider how to anticipate and plan for impending changes in the global climate.

BUAD 541 Internal Governance (1.5 s.h.)
This course investigates the role of the organization in developing its internal governance systems. In doing this, we consider organizational forms and methods of governance. The B Corporation has a unique place in organizational structure as it represents a hybrid between traditional for-profit and not-for-profit forms. Forms of internal governance are also examined, including the structures and processes needed to establish policies and the types of policies that organizations may be expected to have. The role of the board and of internal auditors are also considered both as agents acting on behalf of the firm and in its best interest, but also in the establishment of an organizational culture. The role of transparency in supporting ethical decision making is also discussed.

BUAD 543 External Governance (1.5 s.h.)
This course investigates the role of the organization in establishing and maintaining organizational governance. Governance is a system of mechanisms, both internal and external to the organization. While internal mechanisms, such as directors, employee representatives, and owners, do much to ensure that the organization is operating ethically and within the bounds of the law, other actors also participate in this process. Chief among them are the regulators whose task it is to ensure that other stakeholders — organizational customers and consumers, labor and the environment — are protected. In this course, special attention is also given to the regulations concerning online communications and transactions.

BUAD 551 The Workplace (1.5 s.h.)
This course investigates the role of the organization in managing its workplace environment. The labor practices of an organization encompass all policies and practices relating to work performed within, by, or on behalf of the organization, including subcontracted work. Labor practices extend beyond the relationship of an organization with its direct employees or the responsibilities that an organization has at a workplace that it owns or directly controls. They include the recruitment and promotion of workers; disciplinary and grievance procedures; the transfer and relocation of workers; termination of employment; training and skills development; health, safety, and industrial hygiene; and any policy or practice affecting conditions of work, in particular working time and remuneration. Labor practices also include the recognition of worker organizations and representation and participation of both worker and employer organizations in collective bargaining, social dialogue, and tripartite consultation to address social issues related to employment.

BUAD 553 The Worker (1.5 s.h.)
This course investigates the role of the employee in the organization. Employees are considered to be an organization’s greatest and most critical asset. An engaged and dedicated workforce can generate value for shareholders, for stakeholders, and for the general public. In this course, we consider issues including compensation and benefits, working conditions and technology, and “right-to-work” legislation. Also considered are the concepts of participative decision making and the best practices in developing and engaging employees. Finally, a comparison is made between the rights and protections of workers in the US and those in other countries.

BUAD 611 Management (1.5 s.h.)
This course investigates how organizations are managed. The course begins with a brief overview of the history of management theory and introduces contemporary studies of theory and practice. We will consider multiple perspectives of management in order to understand how individuals relate to the firm and how the firm relates to the local and global communities. We will address how management and managers have been viewed in the past and present and how organizational forms and structures have evolved over time. It will also address the critical functions of management: planning, organizing, leading, and controlling, with a special emphasis on understanding individual and organizational behavior, motivation, leadership, communication, and sustainability.

BUAD 613 Marketing (1.5 s.h.)
Marketing is defined by the American Marketing Association as “the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.” It is one of the core activities of any organization, whether for-profit or not-for-profit, and provides both the structure and the principles for communicating with customers, potential customers, regulators, suppliers, and all of the other external stakeholders in the firm. Marketing includes identifying the needs and wants of potential purchasers, specifying product or service design, assessing competitive offerings, identifying target markets, and developing a communications strategy. The course is intended to enable the student to apply the principles of marketing strategy to create sustainable products and services, and, in doing so, achieve a competitive advantage in the marketplace.

BUAD 615 Human Capital Management (1.5 s.h.)
Human capital management, which is also known as human resource management (HRM), provides organizational leaders with the concepts and practices that align the structure, culture, and values of the firm with its human capital. Its purpose is to create a strategic advantage for the organization though the recruitment and selection of employees, providing them with appropriate compensation and a fulfilling work experience, and maximizing the mutual benefit of employment for both the employee and the employer. Human capital management entails developing a code of ethics, establishing an organizational culture, managing the societal impact of business decisions, and improving the quality of life of employees, their families, and the community at large. It includes components such as the recruitment and selection of employees, compensation, benefits, training, and motivation as well as assessment.

BUAD 617 Entrepreneurship (1.5 s.h.)
An entrepreneur is a person who pioneers change and, in the context of this course, organizes, manages, and takes on the risks of a new enterprise. We will consider the trends and forces underlying the changing character of the business-environment relationship and how they are creating significant entrepreneurial opportunities for individuals and companies. Further, we develop the concept of the “triple bottom line” approach, which gauges organizational performance across economic, social, and environmental indicators. Those measures serve as indicators of fiduciary responsibility to a growing set of concerned investors and therefore can help ensure access to capital. They also enable innovators to lower costs, create strategic differentiation, reduce risk, and position themselves for competitive advantage over rivals less attuned to trends.

BUAD 619 Accounting & Finance (1.5 s.h.)
The Accounting & Finance course will give the student the ability to identify, measure, analyze, interpret, and communicate information describing the financial health of an organization. The accounting and finance disciplines are cornerstones of the enterprise system, as good financial management is vital to the economic health of organizations – both for-profit and not-for-profit. This course examines the principles, techniques, and uses of accounting in the planning and control of business organizations from a management perspective. We will study the concepts, theory, and practice of the cost-control function of management. In doing this, we will analyze what information is needed within an organization; where to obtain this information; and how managers can use this information to plan, control, and make decisions. Topics include cost behavior and forecasting; capital budgeting; activity-based costing and management; costs of quality and productivity improvement programs; cost-volume analysis; and capital and operating budgeting.

BUAD 700 Apex Project (7.5 s.h.)
The course must be taken during the student’s final semester at Mary Baldwin University and is intended to be a platform for demonstrating (1) the student’s comprehensive knowledge of business systems and functions and (2) the student’s understanding of the concept of sustainability in designing a new enterprise or repurposing an existing one.