Catalogue: Online Campus
Courses of Instruction: Masters Programs
Masters in Business Administration
Graduation Requirements
- Successful completion of the M.B.A. core curriculum with a minimum cumulative GPA of 3.00. A student must repeat any course in which he/she earned a grade lower than a C-.
- A student may have no more than two grades of C, C+, or C-.
- Student will be required to pass successfully a comprehensive exam.
- All credit applied toward the M.B.A. degree must have been completed within six years of matriculation at Belhaven. (No more than six semester hours of transfer graduate course work will be accepted. Transfer work must be from a regionally-accredited college or university and must have been completed within six years of matriculation in Belhaven's M.B.A. program.)
- Payment of all tuition and fees.
- Application for degrees must be made online by the deadlines listed in the calendars at least eight months prior to the anticipated degree completion. Failure to do so on schedule will result in a late fee as listed in the Special Fees section; a delay in the graduation date is also possible.
Masters of Business Administration Course Requirements
M.B.A.: 36 hours to include MBA 601, 615, 624, 640, 643, 646, 658, 664, 682, 686, 687, and 688.
Students wishing to add a concentration (Health Administration, Human Resources, Leadership, or Sports Administration) within the MBA may do so at any point in the degree program prior to graduation. Each of the concentrations below when added to the MBA result in a total of 42 credit hours ofr the MBA and corresponding concentration.
Health Administration concentration – Students will not take MBA 686 and will be required to select 3 of the following courses: MHA 608, 643, 646, or 688.
Human Resource concentration - Students will not take MBA 686 and will be required to take all of the following courses: MSL 660, 661, and 662.
Leadership concentration - Students will not be required to take MBA 686 and but will be required to take three of the following courses: MBA 686, MSL 630, 665, and 668.
Sports Administration concentration - Students will not take MBA 686 and will be required to select 3 of the following courses: MSA 608, 643, 646, or 668.
Masters in Health Administration
Graduation Requirements
- Successful completion of the M.H.A. core curriculum with a minimum cumulative GPA of 3.00. A student must repeat any course in which he/she earned a grade lower than a C-.
- A student may have no more than two grades of C, C+, or C-.
- All credits applied toward the M.H.A. degree must have been completed within six years of matriculation at Belhaven. (No more than six semester hours of transfer graduate course work will be accepted. Transfer work must be from a regionally-accredited college or university and must have been completed within six years of matriculation in Belhaven’s M.H.A. program.)
- Payment of all tuition and fees.
- Application for degrees must be made online by the deadlines listed in the calendars at least eight months prior to the anticipated degree completion. Failure to do so on schedule will result in a late fee as listed in the Special Fees section; a delay in the graduation date is also possible.
Masters in Health Administration Course Requirements
M.H.A. : 36 hours to include MSL 601, 630, 650, 660, 665, MBA 640, MHA 608, 624, 643, 646, 668, 670.
Masters in Public Administration
Graduation Requirements
- Successful completion of the M.P.A. core curriculum with a minimum cumulative GPA of 3.00. A student must repeat any course in which he/she earned a grade lower than a C-.
- Students are allowed no more than two (2) C's over the course of their MPA program.
- Students will be required to pass successfully MPA 613 Management Research Methods- Project III.
- All credits applied toward the M.P.A. degree must have been completed within six years of matriculation at Belhaven. (No more than six semester hours of transfer graduate course work will be accepted. Transfer work must be from a regionally-accredited college or university and must have been completed within six years of matriculation in Belhaven's M.P.A. program.)
- Payment of all tuition and fees.
Masters of Public Administration Course Requirements
M.P.A.: 36 hours to include MPA 601, 603, 604, 605, 606, 607, 608, 609, 610, 611, 612, 613
MBA concentrations
Students wishing to add a concentration (Health Administration, Human Resources, Leadership, or Sports Administration) within the MBA may do so at any point in the degree program prior to graduation. Each of the concentrations below when added to the MBA result in a total of 42 credit hours ofr the MBA and corresponding concentration.
Health Administration concentration – Students will not take MBA 686 and will be required to select 3 of the following courses: MHA 608, 643, 646, or 688.
Human Resource concentration - Students will not take MBA 686 and will be required to take all of the following courses: MSL 660, 661, and 662.
Leadership concentration - Students will not be required to take MBA 686 and but will be required to take three of the following courses: MBA 686, MSL 630, 665, and 668.
Sports Administration concentration - Students will not take MBA 686 and will be required to select 3 of the following courses: MSA 608, 643, 646, or 668.
Masters in Science in Leadership
Graduation Requirements
- Successful completion of the M.S.L. core curriculum with a minimum cumulative GPA of 3.00. A student must repeat any course in which he/she earned a grade lower than a C-.
- A student may have no more than two grades of C, C+, or C-.
- Students will be required to pass successfully MSL 685 Management Project III.
- All credits applied toward the M.S.L. degree must have been completed within six years of matriculation at Belhaven. (No more than six semester hours of transfer graduate course work will be accepted. Transfer work must be from a regionally-accredited college or university and must have been completed within six years of matriculation in Belhaven's M.S.L. program.)
- Payment of all tuition and fees.
- Application for degrees must be made online by the deadlines listed in the calendars at least eight months prior to the anticipated degree completion. Failure to do so on schedule will result in a late fee as listed in the Special Fees section; a delay in the graduation date is also possible.
Masters in Science in Leadership Course Requirements
M.S.L.: 36 hours to include MSL 601, 624, 630, 640, 643, 646, 658, 660, 665, 668, 670, 686.
MSL concentrations
Students wishing to add a Human Resources concentration to the MSL may do so at any point in the degree program prior to graduation. The Human Recoources concentration requires the addition of MSL 661 and MSL 662. Total hours for the MSL with a concentration in Human Resources is 42 hours.
Masters in Sports Administration
Graduation Requirements
- Successful completion of the M.S.A. core curriculum with a minimum cumulative GPA of 3.00. A student must repeat any course in which he/she earned a grade lower than a C-.
- A student may have no more than two grades of C, C+, or C-.
- All credits applied toward the M.S.A. degree must have been completed within six years of matriculation at Belhaven. (No more than six semester hours of transfer graduate course work will be accepted. Transfer work must be from a regionally-accredited college or university and must have been completed within six years of matriculation in Belhaven’s M.S.A. program.)
- Payment of all tuition and fees.
- Application for degrees must be made online by the deadlines listed in the calendars at least eight months prior to the anticipated degree completion. Failure to do so on schedule will result in a late fee as listed in the Special Fees section; a delay in the graduation date is also possible.
Masters in Sports Administration Course Requirements
M.S.A.: 36 hours to include MSL 601, 630, 650, 660, 665, MBA 640, MSA 608, 624, 643, 646, 668, 670.
Graduate Courses of Instruction
| Education (EDU) | |
| 501 | Measurement and Evaluation Strategies (3). A study of assessment and evaluation theory based on developmental criteria from cognitive, social, language, motor, and affective domains. Students use strategies for analyzing both group performance and individual needs using authentic and ecological measures. Theoretical foundations for evaluation are applied to a practicum experience at one of four levels of licensure: primary, elementary, middle, and secondary. |
| 506 | Classroom Management and Organization (3). Emphasis on the development of strategies for establishing effective classroom organization and for managing and monitoring student behavior. Strategies encourage the intellectual, personal, and moral development of students. |
| Business Administration (MBA) | |
| 601 | Introduction to Graduate Education This course provides fundamental research, critical thinking, and writing skills along with introducing Belhaven University's unique integration of Christian Worldview for adult studies. A general overview of the MBA program is provided along with topics including managerial and leadership theory, team dynamics, performance, and individual effectiveness. |
| 615 | Business Foundations (3). Accounting principles and practices, finance, economics, along with math and statistics are studied. Relevant biblical principles are examined and how they are applicable to business processes. An overview of general business practices and processes is provided. |
| 624 | Ethical Problems in Business (3). Christ centered solutions are emphasized as a means to resolve ethical problems in the business place. Classic ethical systems are reviewed and critiqued through a Christian worldview along with contemporary concerns including social responsibility. Case studies are utilized to help students understand issues relating to real world dilemmas. |
| 640 | Advanced Organizational Behavior (3). Fundamental components of organizational structure and design are examined as it relates to behavioral topics including motivation, performance, group and interpersonal dynamics, along with management and leadership issues. |
| 643 | Financial Analysis (3). Prereq: MBA 615, Business Foundations or Business Finance. Students study an array of management and financial concepts and processes including cost of capital, financial planning, resource acquisition, cash flow, financial analysis, risk assessment and reporting. Effects from government fiscal policies are examined along with market influences. Students acquire skills necessary to conduct a comprehensive evaluation in determining an organization's financial viability. |
| 646 | The Legal Environment of Business (3). Students learn the fundamentals of legal contracts, torts, regulatory issues, and managerial responsibilities as agents of an organization. An overview of jurisprudence along with the role of biblical principles in its formation is reviewed. Human resource issues and ethics are also examined. |
| 658 | Managerial Economics (3). Economic theory is examined along with its application to business planning and strategy. Students learn the value of understanding economic principles and information in business decision making. Topics such as supply and demand, consumer choices, and monetary policies, forecasting, economic development and growth are covered. |
| 664 | Marketing Management (3). Marketing principles are reviewed along with managerial responsibilities concerning ethics, efficiency, effectiveness, and resource availability. Students learn how to develop a marketing plan and how it supports organizational objectives. Fundamentals of marketing research including design, delivery, data collection, and analysis are covered. |
| 682 | Principles of Executive Leadership (3). An in-depth examination of leadership on an executive level with an emphasis on managerial competencies. Topics relating to corporate governance, decision making, contingency models, competency, and performance are covered. Special emphasis on the biblical leadership principles and role models are included. |
| 686 | Strategic Leadership (3) Students study effective leadership practices for leading organizational change to maintain a competitive edge. Case studies are used to examine innovative approaches in leading organizations to adapt to changing external environmental factors. Mergers, acquisitions, and multiple approaches to partnerships are analyzed. Result outcomes are stressed. |
| 687 | Strategic Planning (3) The role of leadership to maintain a congruent proactive approach for organization effectiveness is studied. Stages in the strategic process including development, implementing, and evaluation are examined. Special focus on organizational alignment in achieving objectives and desired outcomes is studied. |
| 688 | Business in a Global Environment (3). Students study a range of topics relating to businesses operating in a global environment. Policies, culture, government regulations, business practices and decision making are assessed. Special consideration is given to managerial processes. |
| Business Leadership (MSL) | |
| 601 | Introduction to Graduate Education (3) This course provides fundamental research, critical thinking, and writing skills along with introducing Belhaven University's unique integration of Christian Worldview for adult studies. A general overview of the MBA program is provided along with topics including managerial and leadership theory, team dynamics, performance, and individual effectiveness. |
| 624 | Ethical Problems (3) Preparing leaders to resolve complex ethical dilemmas is the focus of this course. Christ-centric values and real world solutions are emphasized. An historical overview of ethical systems and their development is also critiqued under that lens of a Christian Worldview. |
| 630 | Leading High Performance Teams (3) An analysis of team dynamics and the role of leadership in supporting effective team outcomes is examined. Small group development and team effectiveness are reviewed. Clarifying roles and expectations with the support of a team contract is stressed. Issues relating to diversity, culture, individual proficiency, performance pay, and collective performance evaluations are examined. |
| 640 | Organizational Behavior (3) Understanding organizational behavioral principles as it relates to underlying structure, design, culture, communication, and interpersonal processes. Special emphasis is placed on analyzing behavioral characteristics of contemporary leadership approaches with biblical principles. Specific approaches and tools to maximize organizational effectiveness are reviewed. |
| 643 | Financial Analysis (3) An overview of financial, accounting, and budgeting practices and its relationship with organization responsibilities for executive leadership. Planning and control issues, cost of capital, cost and cash budgeting practices, reporting, and working capital management topics are covered. Students develop skills necessary to evaluate an organization's financial viability. |
| 646 | The Legal Environment of Business (3) An overview of legal obligations and requirements facing organizational leaders. Historical review leading up to our current jurisprudence system along with its biblical roots is examined. Torts, contracts, human resources regulations on state and federal level, legal responsibilities for management as an agent of the organization are representative of topics covered. |
| 658 | Principles of Executive Leadership (3) An in-depth study of leadership on an executive level. Topics relating to corporate governance, decision making, contingency models, competency, and performance are covered. Special emphasis on the biblical leadership principles and role models are included. |
| 660 | Human Resources (3) An overview of human resource management covering specific issues relating to training, assessments, compensation, recruitment, dismissal, and regulatory requirements. Leadership practices to support employee development and motivation are studied. Ethical considerations are reviewed from a Christian worldview. |
| 661 | Human Resources Employee Relations (3) This course offers an overview of Training and Organizational Development in Human Resource settings. Topics include intervention strategies, employee empowerment, and organizational transformation and strategic change in the context of human resources. Finally, the role and style of the HR practitioner is discussed in the context of a Christian world view. |
| 662 | Human Resources Compensation and Benefits (3) This course offers an overview of Total Rewards and compensation package. Students will develop a total compensation philosophy, design and implement a total rewards system. Job analysis, Job evaluation, Job descriptions, FLSA and Compensation Law, Employee Benefits Law, Government Mandated Benefits, and Employer-sponsored Benefits will also be discussed. Finally, compensation and benefits will be discussed in the context of a Christian world view. |
| 665 | Coaching, Mentoring and Resolving Conflicts (3) Students study biblical principles and biblical approaches in resolving workplace conflicts. Special emphasis on personal responsibility and pragmatic outcomes. Personal responsibility and Christ-like character are stressed. |
| 668 | Organizational Change (3) Developing leaders as effective change agents is the focus of this course. Approaches for assessing organizational readiness for change and strategic planning for effective organizational development are scrutinized. Strategies for overcoming resistance to change are examined. Students are challenged to integrate biblical principles to compliment contemporary change models. |
| 670 | Leadership Capstone (3) This capstone course integrates core content from all of the courses to demonstrate biblical leadership in providing real world solutions to organizational issues. Special emphasis on decision making and solution development. |
| 686 | Strategic Leadership (3) The focus of this course is developing and implementing effective strategies to maximize leadership and organizational effectiveness. Innovative approaches in leading organizations in adapting to changing external environmental factors are studied through the use of case studies. Mergers, acquisitions, and multiple approaches to partnerships are analyzed. |
| Health Administration (MHA) | |
| 608 | Current Issues and Trends in Health Administration (3) This course will explore the current issues and trends in the health care system through the expert insight of health care leaders across the country. Students will examine key trends impacting the nation’s health care organizations. Timely topics include health care reform and social media in health care. |
| 624 | Ethics in Health Care (3) This course examines the ethical issues found in the health care system with the focus on the health care administrator as the decision-maker, leader, and moral agent. An in-depth look at ethical responsibilities related to various health care situations will be explored from a Biblical world view. Actual cases to illustrate everyday ethical dilemmas that are faced will be investigated. |
| 643 | Health Care Finance and Budgeting (3) This course emphasizes financial administration and financial operations theory, principles, and concepts as they relate to health care financial decision-making. Finance and budgeting methods are reviewed as well as accountability. Students will explore these concepts from a Biblical world view. |
| 646 | Legal and Regulatory Environment for Health Care (3) This course explores the legal environment from a health care management perspective as well as the relationship between law and ethics. The course includes topics such as the basic structure of the court system, the general legal responsibilities of health care organizations, and liabilities inherent to the provisions of care will be examined. All of these relationships are discussed in the context of a Biblical world view. |
| 668 | Health Care Quality Management (3) This course enriches the understanding of the historical concepts of quality. It is an advanced study of how to achieve quality within the structure and relationships of the complex system of a health care organization. The concepts explored include systems thinking, improving and managing process change, performance measurement, as well as real-life examples and case studies. Students also explore the concepts and relationships from a Biblical world view. |
| 670 | Health Administration Capstone (3) This capstone course is designed to integrate all of the Health Administration content into the decision-making process. Students will reflect on their ethical perspectives and critical thinking skills as well as their personal and professional growth from the context of a Biblical world view. Emphasis will be placed on the student’s ability to implement these strategies in the formulation of a health care project or case study they will potentially encounter in the health care environment. |
| Public Administration (MPA) | |
| 601 | Introduction to Public Administration (3). This course provides fundamental research, critical thinking, and writing skills along with introducing Belhaven University's unique integration of Christian Worldview for adult studies. In additional issues relating to the economic, political, and social issues arena specific to public administration are addressed. |
| 603 | Research Methods in Public Administration-Project I (3). Basic components of applied research are studied providing students with skills in design, development, and analysis of the results of research projects relevant to administrative needs. Quantitative and qualitative approaches are compared along with assessing various data collection methods. Students also gain practical experience in developing questionnaires and interviewing skills. |
| 604 | Organizational Theory and Behavior (3). Organizational and management theories are reviewed along with their relevance to administration in both public and private sectors. Organizational culture, structure, and interpersonal dynamics in groups are examined. |
| 605 | Principles of Executive Leadership (3). Leadership theories and models are examined with a special emphasis on servant leadership and leadership principles from a Christian worldview. Motivational theory and practice along with group dynamics are studied. |
| 606 | Human Resources Development and Administration (3). This course examines issues and responsibilities relating to human resource management. Topics including employee development and training, recruitment, termination compensation, performance, legal requirements, safety, and cultural considerations are studied. |
| 607 | Ethics and Society (3). The applicability of biblical principles in resolving complex ethical issues in the workplace is studied. Special emphasis on the role of Christian values. Solutions from a Christian world view are contrasted with postmodern perspectives. |
| 608 | Management Research-Project II (3). This course builds on the content covered in 603 with an emphasis on reporting. Oral and written communication skills are enhanced through the delivery of a summary of research efforts and findings. In-depth research design issues, data collection alternatives, and analysis are studied. |
| 609 | Administration of Financial Resources (3). This course lays the foundation for effective financial management that includes planning, budgets, controls, and revenue collection. Fiscal policies on a local, state, and federal level are covered along with intergovernmental relations. |
| 610 | Economics and Public Policy (3). The relationship and role of economics are examined as it relates to public policy implementation and administrative decision making. How government affects market economy, fluctuations, and trade policy is studied. The relationship between markets and resource availability is reviewed along understanding efficiency verses effectiveness and concerns regarding equity. |
| 611 | Public and Administrative Law (3). An overview of the role of law in society is presented with an emphasis on regulatory responsibilities pertinent to public administrators. Specific topics of study include judicial review, liability issues, regulatory processes, administrative processes and procedures. |
| 612 | Public Policy Analysis (3). Policy development and implementation are examined. Studies include who contributes to policy formation, overview of the process, and implications of policymaking. Influence of politics on the process is analyzed by using case studies. Additional topics of study include setting agendas, evaluating, succession, and policy adaptation. |
| 613 | Management Research-Project III (3). A commutation of research drawn from 603 and 608 are integrated in a comprehensive capstone research project. Students are responsible to deliver an oral presentation and thesis which include a case study. Final project is evaluated according to its depth, quality, design, methodology, and analysis of its findings. |
| Sports Administration (MSA) | |
| 608 | Current Issues and Trends in Sports Administration (3). This course will provide an in-depth study and analysis of the athletic profession as it relates to trends and issues surrounding administrative decision making. Some examples of the issues include violence, discrimination, racism, and sexism. |
| 624 | Leadership and Sports Ethics (3) This course offers an introduction to leadership and ethics within the sporting context. Common leadership styles, theories, and ethical dilemmas facing those involved within sport are explored throughout the course. Communication, motivation, and decision making skills necessary to be an effective and efficient leader will be examined based upon various ethical dilemmas in which the leader may face. |
| 643 | Sports Finance and Budgeting (3) This course explores the current financial status in the main segment of the sport industry with emphasis placed on professional and collegiate sport. It provides a comprehensive synopsis of the application of economics and financial management used in the sport organization decision making context from both a macro and micro level. Topics include purchasing, budgeting, risk management, operational procedures, fee structures, financial ratios, financial impact analysis, attendance and price setting strategies. |
| 646 | Legal and Regulatory Environment for Sports (3) This course provides an examination of risk management and the current legal principles which affect sport and recreation organizations. Students will gain an understanding in objectives, principles, policies, procedures and requirements in regard to legal issues for a successful career as a sports manager. Topics that are covered include tort liability, athletic eligibility, NCAA due process, gender discrimination, contracts, and drug testing. These topics directly impact the formation and practice of policies adopted by sport administrators and coaches. |
| 668 | Venue and Event Management (3) This course will examine the current research related to planning, funding, and operating sporting events and sport/recreation facilities. The course will provide a practical background in all facets of managing a sport event and facility. |
| 670 | Capstone Seminar in Sports Administration (3) An interdisciplinary review and analysis of literature and research regarding a sport administrative issue will be assigned to the student. Topics may vary based on the students’ interests. |
