“Getting an MBA was something that I always wanted to do. Now it's set me up for promotional advancement or a second career path.”
USM MBA grad
“I learned from many different instructors with unique teaching styles and leadership techniques, which has helped me both professionally and personally.”
USM MBA grad
View Video“It was very convenient... The location was excellent, and the accelerated courses made the pace just right for me.”
USM MBA grad
View Video“Our staff is very focused on our students... They're great about figuring out what our students need.”
Business Dept. Chair
“The student-professor relationships are second to none. They do an excellent job instructing, and the class sizes are small so you get more out of it.”
USM MBA grad
The University of Saint Mary’s unrivaled MBA leads to hire opportunities and higher pay. In today’s business world, the MBA is rapidly becoming what the bachelor’s degree was a generation ago—a must-have for entry, advancement, and maximized earning potential.
In the University of Saint Mary accelerated Master of Business Administration program, you’ll learn business best from the best in the business. Our MBA faculty have decades of business expertise they will share with you in the classroom.
Choose from six accelerated MBA program concentrations:
Our MBA class sizes are small with an average of 8 to 10 students. You’ll network with fellow classmates from such Kansas City-area business heavyweights as Hallmark, Sprint, AT&T, Garmin, Cerner, General Electric, Daimler Chrysler, Providence Medical Center, and The Kansas City Star.
USM’s accelerated MBA Program is designed to meet the needs of busy individuals balancing work and family commitments.
The MBA program is also available online.
Terms begin six times a year in August, October, January, February, May, and June. You may start at any term.
And, you can complete your MBA in as little as one year.
The University of Saint Mary evening MBA program is available at the Overland Park Campus. You’ll park a few feet from the door in a well-lit, safe parking lot—and you’ll never pay a parking fee. You may also take MBA classes at our Kansas City, Kansas location at Providence Medical Center. You may also earn your MBA online!
Our accelerated MBA will make you a better manager, leader, decision-maker, and problem-solver. Our program will let you:
We recommend that you submit you application materials at least three weeks prior to the start of the term.
The University of Saint Mary has received specialized accreditation for its business and business-related programs (including the Master of Business Administration) through the International Assembly for Collegiate Business Education (IACBE), Olathe, Kansas.
The USM MBA program will make you an effective leader and manager. And, in keeping with our Catholic heritage, USM emphasizes the moral and ethical responsibilities of business and explores how they impact strategic—as well as day-to-day—decision making.
Chose from six concentrations to find the MBA that fits you best: Health Care Management, Finance, Marketing & Advertising Management, General Management, Human Resources, and Enterprise Risk Management. Earn your MBA in as little as one year!
The USM MBA will teach you how to:
Classes are held Monday through Thursday, 6 p.m. to 9:50 p.m. Most classes meet once a week per term.
Terms begin in January, March, May, August, and October, and you can start at any term.
The MBA curriculum is sequenced to allow program completion in 12-24 months. Courses are taught year round on a regular rotation. Summer term courses, elective courses, and other selected courses may use alternative delivery methods.
*Note: These elective courses are only available online.
All courses are three credit hours unless otherwise noted. View pop-up of the course rotation.
Explores the role of the manager in organizational settings. In-depth focus and examination of social systems and their influence on the motivation of individuals, the effect on work outcomes, emergent leadership, and control of behavior in the work place. Also explores important concepts that help students understand and respond to the influences and forces affecting the behavior of individuals in the work place. Among the individual topics examined are (1) motivation, (2) self-concept, (3) interpersonal dynamics (4) conflict and resolution, (5) group dynamics, (6) leadership, and (7) change, as they arise and affect the behavior of people in the workplace. The course extensively utilizes case studies of people and groups in actual work situations to help students develop diagnostic and effective tools for exercising leadership and management.
Discusses management of the marketing function, including the application of marketing concepts for identifying, developing, and meeting customer needs. Development of marketing relationships to other corporate functions, such as production, finance, and human resource functions, is stressed.
Focuses on key issues involving Human Resources that every manager is likely to face—staffing, compensation, performance management, and employee voice—and it takes the perspective of the general manager as opposed to the HR Manager. Special emphasis is placed on how human resource decisions are influenced by forces internal and external to the firm, including business strategy, global competition, technological change, unionization, workforce characteristics, and government regulation.
Examines the microeconomic principles which describe how consumers and businesses make consumption and production decisions and how the interaction of supply and demand in goods, labor, and capital markets determine prices. Business strategies under different market structures are identified and the role of government in correcting market failure is discussed. The macroeconomics environment in which businesses operates is examined, as are the fiscal, monetary, and international trade policies of government. Cases will be discussed to show how economic principles can be applied to actual business situations. Prerequisite: Completion of on-line primer if required.
The course is directed toward the users of accounting information and provides them with an understanding of the relevance of accounting information in marketing, production, systems design, engineering, management, and other non-accounting activities. Managerial applications—actual practices that illustrate conceptual ideas—are stressed. Topics covered include an overview of managerial accounting, cost methods and systems used, concepts and methods for managerial decision-making, managerial planning, control, and internal performance evaluation. Non-manufacturing applications are stressed. Special topics, such as fraud, and ethical issues related to a variety of matters are also included. Prerequisite: Completion of on-line primer if required.
Focuses on understanding the importance of the finance function to the organization and the role of the manager in the finance function. Topics include the financial environment, goals of the firm, working capital management, the time value of money, valuation of securities, and capital budgeting. Institutions and mechanisms related to the original and continuing short-term and long-term financial needs of the firm are included. Prerequisite: Completion of on-line primer if required, and MGT 711 Managerial Accounting.
Focuses on the managerial decisions required to effectively manage the production and/or operations components of a firm. Elements of this course examine the planning, coordination, and executing of activities that lead to the creation and distribution of goods or services by the firm. The course integrates the concepts from other fields including cost dynamics, task analyses, various quantitative methods and industrial engineering. Specific topics explored are capacity planning, task and work flow analysis, manpower management, quality, scheduling, production planning and control, inventory management and customer service and/or assurance. This course develops and explores the concept of trade off analysis and links it to manufacturing/operations strategy and to corporate strategy.
Investigates the problems and managerial skills required to meet organizational needs as firms become engaged in global business activities. Introduces the cultural, social, political, legal, ethical, and economic environments in which international business is conducted and their impact on the firm’s structure, organization, and management processes. Strategy of international business, trade, theory, global marketing, global human resource management, and other topics are also discussed. Examines the various aspects of globalization and how America and American business are impacted. Students should appreciate the complexities and challenges facing multinational corporations (MNC) operating in the diverse world environment. The course extensively utilized case studies of people, companies and countries in actual situations to help student develop diagnostic and effective tools for exercising leadership and management responsibilities. Prerequisite: MGT 704 Marketing Management, MGT 708 Human Resource Management, MGT 709 Managerial Economics, MGT 712 Managerial Finance.
Studies communication theory to provide a foundation for understanding
how information and ideas are passed from person to person, the role of
communication and relationship building in organizational change and
transformation, and the methods of developing and strengthening
relationships and trust in a diverse environment. Topics to be covered
include conflict resolution, therapeutic communication processes and
social support for relationships
Examines key concepts in leadership and management within the health
care system. Emphasis is placed on organizing and delivering health
care, assessing resources, planning, managing human resources,
improving quality and promoting positive change. Types of leadership will
be reviewed and students will develop a sense of their own style of
Focuses on issues of concern in light of the law, administration of the law, and ethics. Issues include topics such as grievance and confidentiality, environmental regulation, internal financial controls, human rights, etc. These issues are examined in conjunction with managerial decision-making requirements. Application of theory is through case analysis. Elective.
Assessment of the relations of information processing systems in the organization. Focuses on methods of integrating systems into daily operations for analyzing and representing data in forms useful for decision-making affecting the future of the firm. Elective.
Provides an understanding of the role of marketing, including the planning processes and analytical tools and techniques used. Emphasizes the analytical and decision-making processes involved in formulating, implementing, and controlling a marketing program for a given product or market entry. Course includes such topics as customer, competitor, and environmental analysis, segmentation and target marketing, competitive positioning, and program implementation and control. Prerequisite: MGT 704 Marketing Management. Elective.
This course will address the complex management challenges involved with the key 21st Century issues in advertising including the new client service model, working with contract services, campaign planning, modern media and media planning, how to develop a “creative brief,” working with creative staff, and basic advertising production techniques. This is the basic course for success in the degree concentration. Prerequisite MGT 704 Marketing Management. Elective.
Understanding why and how a consumer decides to purchase a certain product, and what effect advertising has on the decision, is a key part of the marketing and advertising process. Insight into this process is garnered through the systematic collection of data through targeted marketing research. A comprehensive understanding of the consumer and consumer preferences can only be gained through the application of targeted consumer research. This course will explore both sides of the equation: what makes a consumer buy and how do we determine their buying style, likes and dislikes, and brand preference. Prerequisite: MGT 704 Marketing Management, MGT 747 The Advertising Industry in the 21st Century. Elective.
The advertising plan is a critical part of the overall marketing plan for most products. Proper utilization of the “four Ps” of the marketing mix in the formulation of strategy will determine the future effectiveness of a campaign. This course deals with how integrated marketing communication, through targeted strategic planning, will help insure success of all of the key elements of an advertising campaign. This course will also cover the use of social media in the advertising process and how critical the message strategy, related to the creative execution, is to the overall success of the marketing and advertising effort. Prerequisite: MGT 704 Marketing Management, MGT 747 The Advertising Industry in the 21st Century, MGT 748 Buyer Behavior and Marketing Research. Elective.
Focuses on the role of leaders in creating the vision necessary to change firm structures, motivate people, improve performance and position the company for the challenges of the future. The course will engage participants in identifying both good and poor leadership characteristics with an emphasis on cases, examples and relation to the participant’s experience. Participants will be challenged to access themselves as leaders and to identify traits necessary to improve their skills. Leadership will be analyzed and reflected through problems, observation, readings, case analysis, and examples from culture. Elective.
Project management is the process and skill required to manage complex, non-routine, one-time undertakings. Project management is essential to the firm to fuel the process of change. In addition, project management contributes to the strategic goals of the organization by introducing incremental change to meet those goals while allowing the business to continue to serve clients. Important topics will include the process of selecting projects that best support organizational goals, and the technical and managerial processes to complete those goals. Specific skills required include work structuring, budgeting, resource allocation and performance measurement and control. The course will also explore the organizational and behavioral issues involved in managing projects. Elective.
Upon successful completion, the student should be able to demonstrate an understanding of various management and entrepreneurial techniques vital to the small business operation. The student should be able to apply certain decision-making and problem solving skills toward the goal attainment of owning and operating a small business venture. The start-up and the continuous operation will be explored. Elective.
This course is designed to explore the way that power is used in conflict situations. Students will explore ways to make conflict a creative rather than a negative experience. Methods of conflict resolution will be practiced through simulation of role playing, case analysis and resolution and assignments. This experience will give the students an insight into human behavior. It will allow the student to gain experience and confidence in negotiation, managing workplace conflict, leading group decision making and facilitating processes with teams and individuals. Conflict will be discussed, dissected, and analyzed in the micro (person to person) and macro (larger system) to develop a competency through knowledge, skill and attitude. Elective.
This course is intended to provide a comprehensive review of concepts and techniques as they relate to Training and Development functions in an organization. Concepts include Needs Assessment, Learning Theories and Program Design, Training Methods and Evaluation, E-Learning, and Employee Development. Prerequisite MGT 708 Human Resource Management. Elective.
This course offers the opportunity to focus on other financial issues facing managers in an increasingly savvy marketplace. The course combines discussion, extensive reading and lecture with several projects suited to demonstrate mastery of the topics included in the course. Prerequisite MGT 712 Managerial Finance, MGT 768.Financial and Capital Issues. Elective.
There are three parts to this class, all with an emphasis on developing better leadership, interpersonal skills, and human relations skills while working with managers, peers, and/or subordinates; 1) Learning about generations in the workplace, 2) Emotional intelligence, and 3) Work/learning styles. Elective.
This course will cover the spectacular 2008 financial meltdown that, according to some, took this nation to the brink of repeating the Great Depression. An examination of what led up to the financial crisis including discussions about the mortgage industry and changes in financial markets. A review of the policy changes that have been or are likely to be enacted in response to this crisis will be made. Prerequisite: MGT 712 Managerial Finance.
Integrates capital structure and corporate financial decisions with corporate strategy. Broad topics include financial markets and instruments, valuing financial assets, valuing real assets, capital structure, incentives, information and corporate control and risk management. Within these broad topics, subtopics include the allocation of capital for real investment, financing the firm, knowing whether and how to hedge risk, and allocating funds for financial investments. Prerequisite: MGT 712 Managerial Finance. Elective.
This course focuses on the application of graduate level financial concepts through case studies to solve financial problems. The course will emphasize additional funds needed, future growth, appropriate capital structure, cash flow issues and others. Prerequisite MGT 712 Managerial Finance, MGT 768 Financial and Capital Issues. Elective.
The primary focus of this course is organizational development, the management discipline aimed at improving organizational effectiveness. Students will study organizational change including the concept of planning change. The student will discover the basic roles and styles of the OD practitioner, resistance to organizational change and how to overcome it. Elective.
This course is a second course in a series of three that continues the analysis of enterprise risk management (ERM), its follow on development into a risk management strategy, and integrating this strategy into business planning. This course will concentrate on readings and discussions associated with creating a risk-aware culture, allocating resources based on risk, credit risk management, operational risk management, and financial risk management. The goal is to provide the individual with applicable ideas and concepts to ensure their success in building a comprehensive risk management strategy, while working alongside risk management professionals, that drives a strategic advantage within their business sector. Prerequisite MGT 776. Three credit hours – elective Elective.
This course is a follow on to MGT 776 and 777. It is designed to have the student perform a risk assessment of a given situation and make recommendations on ways to mitigate the risks to an acceptable level. Areas of concerned risk include: financial, reputation, operational, ethical, and physical safety issues. Special emphasis on how to analyze risk at the strategic, project, and operational levels, as well as identifying risk owners, gaps in information, and proposing ethically sound actions that would reduce risk to an acceptable level while still meeting the overall requirements of the problem set. Prerequisite MGT 776, MGT 777 Three credit hours – elective Elective.
This course will examine the roles of Money, Financial Markets, and Banking in the U.S. financial and economic systems. Attention will also be given to the regulatory framework governing commercial banking and the role of central banks in influencing monetary expansion including monetary tools at their disposal. The course will also include an abbreviated look at the economic crisis facing the United States that being in 2008. Prerequisite: MGT 712 Managerial Finance. Elective.
This course is designed to provide an integrated examination of
traditional and emerging strategic and ethical business management
issues. The course explores the means by which the overall direction
and strategy of the organization is constructed, established, implemented
and revised. The focus is on analyzing, creating and implementing
strategy within the context of the firm’s resources and capabilities. The
course develops a perspective of the organization as a whole adapting to
its internal and external (primarily competitive and market) environments.
Explicit examination is given to the responsibilities, skills and
perspectives required of senior executives in the organization. The
course also examines ethical management and corporate social
responsibility issues and their relation to the implementation of strategic
management initiatives in the firm. Students will submit the required final
assessment and complete the online comprehensive testing during this
course. This course is the Capstone course of the MBA program and is
expected to be taken at the end of your program.
A didactic course that addresses a current topic.
Introduces the student to the key concepts of management including organizing, planning, directing human resources, and controlling systems to obtain desired results. Topics include budgeting, human resources administration, the use of technology in management, the role of strategic management in leading organizational growth and development. Elective.
Introduces the major ethical theories and principles needed to evaluate current legal and ethical issues. Students explore nursing and health care issues such as patient rights, withdrawing life support, promoting client autonomy, business ethics and the legal responsibilities of health care organizations. Students evaluate varied perspectives and develop a reasoned analysis of current topics. Elective.
Focuses on the professional, socio-cultural, economic, and political forces exerting pressure on the current health care system. Emphasis is placed on current issues in health care such as growing demand, the increased use of technology, the changing role of government, and the shortage of trained professionals in many health care fields. Elective.
For students not having an academic business background, there are as many as four online prerequisite courses required:
Primer courses are available through Ivy Software at shop.ivysoftware.com. Students will need to complete the primer course on a self-directed basis prior to taking the relevant class and will be required to send a formal notice of completion to their program advisor.
You can request to transfer up to nine graduate credit hours (three courses), provided they are substantially equivalent to USM graduate courses. The university reserves the right to determine if the courses are substantially equivalent. Credit hours for MGT 795, Strategic Management and Ethics, may not be transferred into the program.
At USM, you have your choice of five concentrations in our MBA program: Health Care Management, Finance, Marketing & Advertising Management, General Management, Human Resources and Enterprise Risk Management. You can earn your MBA in as little as one year.
Associate Director, Business Programs, Overland Park Campus
B.S. University of Saint Mary; M.B.A. University of Saint Mary (2012)
Larissa is a United States Marine Corps Veteran with 13 years’ experience in finance and program management, including four years with Headquarters Marine Corps in Washington, D.C. After leaving the military in 2004, she launched Dark Horse Enterprises LLC, a small business offering services including web consulting, design, and search engine optimization marketing. She has also served the University of Saint Mary as the Assistant Coordinator for Military and Veterans’ Services.
Steve Beller, Marketing
B.A. University of Kansas; M.B.A., University of Kansas
William Blessum, Health Care Management
B.S., Loyola University of Los Angeles; M.S., Creighton University; M.D., Creighton University; J.D., Washburn University School of Law
Rich Cofer, Jr., Finance
B.S., Rockhurst University; M.B.A., University of Missouri-Kansas City
James Cox, Marketing, Global Management
B.A., University of Missouri-Kansas City; M.A., University of Kansas; M.B.A., University of Saint Mary
Rob Curry, Operations Management
B.S., Kansas State University; M.B.A., University or Missouri
Terrance Cusaac, Organizational Management, Human Resources Management
B.S. Benedict College; M.P.A., Troy State University; Ph.D. Capella University
Rick Damore, Managerial Accounting
B.S., M.B.A., University of Kansas
Leo Dela Pasion, Managerial Economics
B.S., University of Kansas; M.B.A., Baker University
Ashley Girard, Health Care Management
B.S., M.B.A., Saint Mary College
Kevin Growney, Jr., Managerial Accounting and Finance
B.S., University of Kansas; M.B.A, Indiana University
Timothy Hamilton, Managerial Economics, Business Law and Ethics
B.A., Washburn University; M.A., University of Kansas; J.D., University of Kansas
Neal Hannon, Managerial Economics
B.S., State University of New York; M.S., Northeastern University; C.M.A.
Mark Harvey, Global Management, Organizational Management, Leadership
B.A., Washburn University; M.S., University of Wales; M.A., University of Missouri
Geoffrey Heathcock, Finance
B.A., California State University; M.B.A., Golden Gate University
Shawn Kane, Organizational and Human Resources Management
B.S., Kansas State University; M.B.A., University of Phoenix
Bill Knight, Enterprise Risk Management
B.A. Wichita State University; M.S. Central Michigan University; M.B.A., Baker University
Donald Lennard, Operations Management, Finance, Global Management
B.S., Truman State University; M.B.A., Avila University
Bruce McFarland, Organizational Management, Finance, Global Management, Strategic Management and Ethics
B.S., Culver-Stockton College; M.A., Central Michigan University; M.B.A., University of Saint Mary
Eric Morrison, Finance, Management Information Systems
B.S., SUNY; M.S., University of Oklahoma, M.A. Webster University; M.B.A., University of Houston; Ph.D., University of Oklahoma
Leah Rasmussen, Human Resources Management
B.A., Mid-America Nazarene University; M.A. Webster University
Patrick Smith, Leadership, Finance, Strategic Management and Ethics
B.A., Rockhurst University; M.B.A., Drury College; J.D., University of Missouri-Kansas City
Stanley A. Smith, Human Resources Management
B.S., Lawrence University; M.A., University of Missouri-Kansas City; Ph.D.; University of Kansas
Shara Spilker, Health Care Management
B.S.N., University of Tulsa; M.S.N., University of Missouri-Kansas City
Tim Springer, Managerial Accounting, Finance
B.S.B.A., The Citadel; M.B.A. Webster University; M.S. Old Dominion University
Michelle Washburn, Human Resources Management
B.A., University of Missouri; M.S., University of Nottingham; S.P.H.R.
Chris Watkins, Marketing
B.A.E., Emporia State University; M.L.A., Baker University
Phil Watlington, Managerial Accounting, Finance
M.B.A., University of Missouri-Kansas City
Krisyn Wood, Marketing
B.A. Friends University; M.S. Friends University; J.D. University of Missouri
Charlotte Marie White, SCL, Theology
B.A., Saint Mary College; M.S., University of Northern Colorado; M.A., Notre Dame
Vicki Widman, Education
B.A., Washington University; M.A.T., Webster University-Kansas City
Kathleen Williams, Nursing
B.S.N., Creighton University; M.S.N., University of Kansas
Connie Wollenhaupt, Nursing
B.S.N., Pittsburg State University; M.S.N.E., Clarkson College of Nursing
Students typically start in August and January, but it is possible to begin with terms starting in October, February, May, or June.
The MBA program can be completed in two years if students take one class per term during each of the two annual summer terms, Summer I and Summer II. The MBA program can be completed in one year if the student chooses to take two classes per term.
Students have the option to earn their MBA online.
It is recommended that you start the process 4-6 weeks prior to the start of the desired term. Generally, the most time intensive part of the application process is receiving transcripts from all colleges or universities you attended. Please allow up to three weeks for USM to receive the transcripts from the time you submit your request. You must also fill out an application form. Additionally, if you need financial aid, allow 2-4 weeks for that process to be completed. You also need to order your books online, and complete the pre-assignment before the first night of classes. It is recommended that you start the process 4-6 weeks prior to the start of your desired term.
It depends. It is possible to be conditionally admitted or to get enrolled in the next term, but you may not qualify for financial aid. If you are paying the tuition yourself or if you receive tuition reimbursement from your employer and they have no restrictions about your “student status” (be sure to verify their policy with them), then you get in the class. Otherwise, we recommend that you talk to us to see if there is another way to meet the transcript requirement temporarily, until the certified transcript arrives.
If you could do it then, we would expect that you can still do it now. However, it is possible that your study skills may have deteriorated a bit since you were last in college. So, at least in the beginning, it might be necessary for you to devote more time than you used to for class preparation, projects, and homework. While the last minute is frequently a strong motivator, the depth and complexity of graduate level assignments and the nature of group work reduces the effectiveness of undergraduate procrastination.
If your GPA is 2.75 or higher, you are eligible to be admitted as a regular student. If your GPA is a 2.0 through 2.74, then you may be admitted as a student on probation status. Consultation with the associate director of the MBA program and the approval of the chairman of the business department is required. Removal of the probationary status requires that you receive at least a B in your first two three-hour classes.
Generally, books cost $100-$150 per class. The university has arranged for you to order your books through our online bookstore. You can then proceed to select your class electronically (make sure that the letters after the course number are exact matches) and proceed to the checkout. Students say that it generally takes two or three days to receive the books. MBS Direct will buy back most textbooks at the end of the semester and provide a return shipping label to send the books back.
Since most classes are delivered on an accelerated 8-week basis, it is necessary to come to the first class prepared to participate in the discussion, having read and completed the designated chapters, problems, or other assignments.
Associate Director of Business Programs, Overland Park Campus
Monday & Thursday (913) 345-8288
Tuesday, Wednesday & Friday (913) 758-4390