https://business.pacific.edu/business
Dean, Lewis Gale
Programs Offered
Master of Accounting (MAcc)
Master of Business Administration (MBA)
Master of Science in Business Analytics (MSBA)
Master of Science in Finance (MSF)
Bachelor of Science in Accounting/Master of Accounting Dual Degree Program
Mission
The Eberhardt School of Business develops knowledgeable, innovative business leaders in a personalized, experience-based learning environment and produces scholarship that contributes to disciplinary knowledge, informs teaching, and advances the practice of business.
We share a set of underlying principles that govern our behaviors and our ability to achieve our mission. These include:
- Maintaining a student-centered learning environment;
- Educating the whole person;
- Stimulating intellectual growth;
- Maintaining a mutually supportive community of faculty, staff and students;
- Engaging external stakeholders;
- Promoting excellence;
- Being socially responsible;
- Behaving ethically and with integrity;
- Providing service to the university, community and profession.
Degree programs offered by the Eberhardt School of Business are designed to fulfill this mission and to provide the educational breadth and depth tomorrow’s leaders will need.
Eberhardt School Of Business Faculty
Lewis R. Gale, Dean, 2010, BA, California State University, 1989; MA, Ph.D., Arizona State University, 1994.
Thomas E. Brierton, Associate Professor of Business Law, 1989, BBA, University of Wisconsin, 1978; JD, Northern Illinois University, College of Law, 1983.
Bidisha Burman, Assistant Professor of Practice, 2022, PhD, Louisiana State University, 2004; MC, University of Calcutta, 1996; BC, University of Calcutta, 1994.
Benjamin Carlston, Associate Professor of Finance, 2013, BA, Brigham Young University, 2007; MA, 2008, Ph.D., 2013, Duke University.
Lin Chen, Assistant Professor of Accounting, 2024, MBA, Pittsburg State University, 2010; Ph.D., University of Texas at Arlington, 2020.
Cynthia Eakin, Associate Professor of Accounting, 1996, BS, 1986; MAcc, 1988; Ph.D., 1993, The Florida State University.
Vusal Eminli, Associate Professor of Finance, 2013, BA, Berea College, 2008 MS, 2010, Ph.D., 2013, Purdue University.
Sally A. Hamilton, Instructor of Accounting, 2016, Ph.D., University of California at Los Angeles, 1987; MBA, University of San Diego, 1983; BA University of California at Davis, 1979.
Albert Huang, Professor of Management Information Systems, 1998, BS, National Chiao-Tung University (Taiwan), 1986; MBA, Rochester Institute of Technology, 1990; PhD, University of North Texas, 1996.
Chong Huang, Instructor, 2023, BE, Central South University, 1997; ME, University of Science and Technology of Beijing, 2000; Ph.D., University of Texas, Austin, 2006.
Leili Javadpour, Associate Professor of Management Information Systems, 2016, Ph.D, Louisiana State University, 2013; MS, University of Liverpool, 2009; BS, Isfahan University of Technology, 2007.
Unro Lee, Professor of Finance, 1990, BA, University of Southern California, 1977; MA, Indiana University, 1981; PhD, Purdue University, 1986.
Jeffrey A. Miles, Professor of Management, 1990, BA, Ohio State University, 1984; M.P.S., Cornell University, 1986; MLHR, Ohio State University, 1992; PhD, 1993.
Charles T. Moses, Professor of Management, 2021, BS, Howard University, 1975; MBA, Baruch College, 1985; DBA, Case Western Reserve University, 2004.
Stefanie E. Naumann, Professor of Management, 1999, BS, Tulane University, 1993; PhD, Louisiana State,1998.
Wenjing Ouyang, Associate Professor of Finance, 2012, BS, Shanghai Institute of Foreign Trade, 2001; MS, Shanghai Institute of Foreign Trade, 2004; PhD, Drexel University, 2012.
Cecilia Ruvalcaba, Instructor, 2015, BS De Vry University, 2003, MBA Loyola Marymount University, 2006, Ph.D. University of California at Irvine, 2015
Chris Sablynski, Associate Professor of Management, 2009, BS, University of Florida, 1986; MS, San Francisco State University, 1996; PhD, University of Washington, 2002.
Pete Schroeder, Associate Professor of Sport Management, 2007, BS, Truman State University, 1996; MA, University of the Pacific, 1998; EdD, University of Missouri, Columbia, 2003.
Dara M. Szyliowicz, Associate Professor of Management, 2006, BA, Columbia University, 1988; MA, University of California, Berkeley, 1990; PhD, University of Illinois, 1998.
Eric W. Typpo, Associate Professor of Accounting, 1998, BS, University of Missouri, 1986; MA, 1990; PhD, Florida State University, 1994.
Dylan Zorea, Instructor, 2022, BA, University of the Pacific, ; MA, San Francisco State University, ; JD, University of the Pacific,.
Course Descriptions
MBAS 200. Business Statistics. 2 Units.
This course covers the basic principles and implementation techniques of descriptive statistics, sampling, statistical inference, analysis of variance, and regression analysis. An understanding of how these tools can support managerial decision making is emphasized.
MBAS 203. Decision Making and Analytics. 3 Units.
This course focuses on how to plan, collect, analyze, synthesize, visualize, and interpret data to support and guide decision making in businesses and organizations. Coverage of the class include both theoretical and applied computer-based topics.
MBAS 205. Macroeconomics for Managers. 2 Units.
Topics in macroeconomics and microeconomics, including market equilibrium, monetary and fiscal policy, profit maximization, and market future.
MBAS 208. Managerial Economics. 3 Units.
This course will focus on optimal firm decision making from a formal economics perspective. Topics introduced in this course include the principles of economic incentives, marginal analysis, opportunity cost, supply and demand, demand and cost analysis, pricing policies, market efficiency, and strategic behavior.
MBAS 210. Business Law for Managers. 2 Units.
This course covers laws governing and relating to commercial transactions, relationships, organizations and ethics with emphasis on the application of law in decision making.
MBAS 225. Measuring and Maximizing Financial Performance. 2 Units.
This course is an introduction to the concepts of financial accounting and financial management. The content of this course includes preparation and analysis of financial statements. Also covered are the time value of money, risk and return, and corporate financing choices.
MBAS 226. Managerial Accounting. 2 Units.
This course discusses management accounting as part of the firm’s information system, drawing on modern cost accounting and budgeting systems for planning and controlling business operations. Prerequisite: MBAS 225 with a C or better.
MBAS 230. Accounting for Managers. 3 Units.
Accounting for managers is an intensive and managerially oriented course that focuses on the most salient aspects of financial and managerial accounting. The course includes modules on analysis and decision making using financial reports, cost identification and management, and identification and analysis of financial and managerial accounting issues.
MBAS 240. Financial Management. 3 Units.
The purpose of this course is to introduce students to the concepts and analytical techniques applicable to identifying and solving financial management problems. The topics covered include financial markets and institutions, valuation of assets and associated problems in the valuation of the firm, the relationships between risk and return, capital budgeting and capital structure.
MBAS 245. Corporate Financial Management. 2 Units.
This course is the analysis of corporate investment and financing decisions, including capital budgeting, capital structure, and working capital management. Prerequisite: MBAS 200 with a C or better.
MBAS 255. Marketing Management. 3 Units.
This is a case course in marketing management. Marketing entails planning and executing the conception, pricing, promotion and distribution of ideas, goods and services. Marketing is the core of an operating business; a guiding organizational philosophy surrounding interfacing with customers and delivering superior value. It starts with identifying and measuring customers’ wants and needs, assessing the competitive environment, selecting the most appropriate customer targets and developing marketing strategy along with an implementation program that delights consumers and benefits the organization and its stakeholders. This course is designed to explore the managerial aspects of the marketing function. An emphasis will be placed on the quantitative and qualitative analysis of the company, its customers and competition.
MBAS 260. Marketing Strategy and Planning. 2 Units.
This course emphasizes application of strategic planning in marketing to achieve competitive advantage. It also examines the role of strategic planning in developing, effective marketing programs that enhance the overall performance of the firm. Prerequisite: MBAS 225 with a C or better.
MBAS 265. Health Services Management. 3 Units.
The emphasis in this course is integrating theoretical and applied research findings from the management, social science, policy, and health services literatures in order to provide students with a basic understanding of how health care organizations work. Health applications will also be examined through analysis of health cases and class discussions. The course surveys the internal and external environments that confront health care managers as well as the tools and skills that are essential for managing health organizations and systems.
MBAS 266. Health Insurance: Health Finance. 3 Units.
A survey of the theory and practice of health insurance in the United States. The purpose of this course is to provide students with an understanding of how healthcare is financed. The course includes institutional, historical and theoretical approaches to managed care and health finance. There is an emphasis on empirical studies to describe how health insurance works.
MBAS 280. Leadership and Management of Organizations. 2 Units.
This course helps students develop knowledge and skills to enhance their professional development and to become effective leaders. Students will understand trends in contemporary organizations, enhance their self-awareness, and refine their interpersonal skills, and apply these skills to improve their work effectiveness.
MBAS 281. Managing the Total Enterprise. 2 Units.
Business Simulation focusing on the need to integrate strategic and operational concepts, issues and the decisions in moving technological enterprise from start-up to success.
MBAS 282. Managing Technology Innovation. 2 Units.
This course focuses on the role of technology and innovation in building, sustain and leveraging competitive advantage for firms. It examines how industries are transformed by new technologies of technology. This course also touches upon the challenges of managing innovation in firms. Prerequisites: MBAS 205 and MBAS 225 with a C or better.
MBAS 283. Entrepreneurial Management. 2 Units.
Students draw on their entire business education and practical experience and bring it to bear upon a plan for launching a new venture. Working in small teams, students research a new project or service; prepare marketing, sales and operation plans; and make financial plans.
MBAS 284. Operations Management. 2 Units.
This course is an introduction to the field of production and operations management (POM). Production and operations activities such as forecasting, capacity planning, inventory control, scheduling, and ensuring quality are discussed from the supply chain perspective. The philosophies and characteristics of lean operations and responsive manufacturing/service systems are highlighted. Prerequisite: MBAS 200 with a C or better.
MBAS 285. Leading and Managing Organizations. 3 Units.
This course is designed to provide students with (1) a broad understanding of the factors that influence human behavior in organizations and (2) a set of tools managers can use to direct employee behavior. The course’s emphasis is on how to apply knowledge of organizational behavior to current managerial problems in the workplace.
MBAS 286. Innovation and Entrepreneurial Management. 3 Units.
This course introduces students to the management of innovation and entrepreneurship in a wide variety of organizations. It is designed to provide students with (1) an understanding of the sources of innovation and other entrepreneurial opportunities, (2) the processes by which these are pursued and developed into viable organizations and (3) the skills, tools, and frameworks required to successfully manage the introduction of innovation and pursue new opportunities. The course emphasizes the applicability of these skills to a wide variety of organizational settings, including startups, mature firms, social enterprise, and the public sector.
MBAS 287. Power, Conflict, and Negotiations. 3 Units.
The premise of this course is that power dynamics are fundamental to the work of all leaders and managers in organizations – e.g., in how organizations are designed, in what is valued and rewarded, in how leaders take action, in how decisions happen, and why outcomes often vary from intentions. The coursework focuses on increasing your ability to analyze, explain, evaluate, and utilize power dynamics in organizations. It will include the theory and processes of negotiation as it is practiced in a variety of settings.
MBAS 288. Service Design and Operations Management. 3 Units.
The United States is considered to be a service-based economy, with services contributing 79% of the total GDP. The service sector is the largest employer spanning businesses in information, education and health, leisure and hospitality, retail, utilities, finance and banking, transportation and warehousing, professional and business services as well as government services. This course explores the processes and systems involved in managing employees and customers in the delivery of exceptional customer service and value. Students will be exposed to techniques, technologies and tools that facilitate operations management in service and product related industries with a primary focus on the service sector. The course focuses on understanding the strategic role of operations management and system design in creating a substantial competitive advantage for a business.
MBAS 289. Strategic Management. 2 Units.
This course provides an integrative study of the functions and responsibilities of top management and the strategies that affect the character and success of the total enterprise. Case studies and assigned readings are used to develop the viewpoint of top management charged with responsibility for the enterprise as a whole. Attendance at the first class is required. Prerequisites: MBAS 205, MBAS 208, MBAS 225, MBAS 226, MBAS 245, MBAS 260 with a C or better.
MBAS 290. Strategic Management. 3 Units.
This course focuses on the processes by which managers’ position their businesses to create and sustain an advantage relative to rivals in the face of uncertainty, rapid change, and competition. Strategy involves understanding the utility of different choices and tradeoffs – choosing what not to do is an important as choosing what to do. As a result, the course will expose you to a variety a tools, frameworks, and concepts for analyzing a firm’s strategic position and the environment in which it is operating. By focusing on the factors that make some strategic positions strong and viable, students will develop the ability to evaluate the effects of changes in resources and capabilities, industry forces, macro-environmental forces, and technology on industry structure and firm behavior and, in turn, on a firm’s opportunities for creating, capturing and sustaining superior value relative to rivals.
MBAS 293. Special Topics. 4 Units.
