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Applicants are encouraged to take the GMAT well in advance of applying to a graduate program.
To schedule an appointment to take the GMAT, applicants may call
1-800-462-
8669 FREE or visit the GMAC Web site at www.mba.com. Scores obtained on the GRE are also
acceptable in lieu of the GMAT. In addition, the Test of English as a Foreign Language (TOEFL)
or the International English Language Testing System (IELTS) examination is required of
international applicants and typically cannot be waived.
Internal Program Transfer
Students admitted to one of the M.S. business programs who choose to transfer to the evening
M.B.A. program must have successfully completed 18 credits of graduate course work in the
M.S. program they have been admitted and meet the admission requirements of the M.B.A.
program.
Transfer of Credit
Opportunities to transfer credit from other institutions into the M.B.A. Program are extremely
limited, and only course work completed at AACSB-accredited schools will be considered. A
maximum of 9 semester hours beyond the core competency levels will be considered for transfer
credit. Graduate transfer credit in this program is always limited to ensure that a minimum of 30
post-core competency credits are taken in-residence.
Statute of Limitation
All credits applied toward the M.B.A. degree must be earned within the period of five years
starting from the date of completion of the first course applicable to the degree. Exceptions will
be made for any period of intervening military service. M.B.A. students in the Zarb School of
Business who have no record of attendance in the School for a period of 15 months or more after
the last semester completed, including summer sessions, may be required to file for readmission
and follow the requirements set forth in the Graduate Studies Bulletin in effect upon such
readmission.
Program Requirements Semester Hours: 41-48
A range of 41-48 semester hours is required for the M.B.A. degree in all majors except
professional accountancy, which has a range of 62 to 69 semester hours.
Previous course work is evaluated by the Graduate Programs Office of the Zarb School of
Business upon a students admission. Some residency workshops, core competencies, and
advanced core courses may be waived based upon previous academic work, and this will
determine the total number of workshops and semester hours required for the M.B.A. degree. No
credit will be allowed for core competency or graduate courses with D grades. These courses
must be repeated.
student should take. All international students who are placed in the ELP class must complete the
course during the first semester in which they begin an M.B.A. program and must receive a
grade of P (Pass). The ELP class will carry no credit. A fee equivalent to 2.0 s.h. is charged for
this course. A grade of P (pass) is required or the course has to be repeated the following
semester. The same fee equivalent will be charged for the repeated course.
Core Competencies - Semester Hours: 2-6
The core competency requirement provides students with exposure to a survey of economics and
the legal, political, regulatory, and ethical environment of business. These areas of business
provide the base of knowledge necessary to understand how a business organization functions.
Up to two 200-level core competency requirements may be satisfied through the successful
completion of appropriate previous course work with grades of B or better taken within a
specific time frame prior to enrollment in the M.B.A. Program or through satisfactory
performance on a proficiency examination administered by the appropriate department within the
Zarb School of Business.
Previous course work is evaluated by the Graduate Programs Office of the Zarb School of
Business immediately upon a students admission. The results of this evaluation, including
notification of the core competencies required as part of each individual students course of study
in the M.B.A. Program, will be communicated to all students with their letter of admission.
Further evaluation of core competencies after admission will only be undertaken for those
students admitted directly from their baccalaureate program of study and for whom final
undergraduate transcripts were not available at the time of admission.
Students should note that in-service training courses, corporate training, and other nondegree
bearing credit courses are not acceptable for credit toward the core competencies. Courses taken
at junior or community colleges are generally not acceptable for credit toward core competency
courses.
ECO 200 may be waived if a student completed two undergraduate courses or one
graduate course inclusive of both microeconomics and macroeconomics with an average grade
of at least B within the past five years.
LEGL 200 may be waived if a student completed equivalent course(s) inclusive of all
topics listed in the course title with a grade of at least B within the past five years.
MGT 200 - Business Ethics and Society Semester Hours: 2 (Same as LEGL 201)
1. Check sheet
The check sheet is a form (document) used to collect data
in real time at the location where the data is generated.
The data it captures can be quantitative or qualitative.
When the information is quantitative, the check sheet is
sometimes called a tally sheet.
The defining characteristic of a check sheet is that data
are recorded by making marks ("checks") on it. A typical
check sheet is divided into regions, and marks made in
different regions have different significance. Data are
2. Control chart
Control charts, also known as Shewhart charts
(after Walter A. Shewhart) or process-behavior
charts, in statistical process control are tools used
to determine if a manufacturing or business
process is in a state of statistical control.
If analysis of the control chart indicates that the
process is currently under control (i.e., is stable,
with variation only coming from sources common
to the process), then no corrections or changes to
process control parameters are needed or desired.
In addition, data from the process can be used to
predict the future performance of the process. If
the chart indicates that the monitored process is
not in control, analysis of the chart can help
determine the sources of variation, as this will
result in degraded process performance.[1] A
process that is stable but operating outside of
desired (specification) limits (e.g., scrap rates
may be in statistical control but above desired
limits) needs to be improved through a deliberate
3. Pareto chart
A Pareto chart, named after Vilfredo Pareto, is a type
of chart that contains both bars and a line graph, where
individual values are represented in descending order
by bars, and the cumulative total is represented by the
line.
The left vertical axis is the frequency of occurrence,
but it can alternatively represent cost or another
important unit of measure. The right vertical axis is
the cumulative percentage of the total number of
occurrences, total cost, or total of the particular unit of
measure. Because the reasons are in decreasing order,
the cumulative function is a concave function. To take
the example above, in order to lower the amount of
late arrivals by 78%, it is sufficient to solve the first
three issues.
The purpose of the Pareto chart is to highlight the
most important among a (typically large) set of
factors. In quality control, it often represents the most
common sources of defects, the highest occurring type
of defect, or the most frequent reasons for customer
complaints, and so on. Wilkinson (2006) devised an
5.Ishikawa diagram
Ishikawa diagrams (also called fishbone diagrams,
herringbone diagrams, cause-and-effect diagrams, or
Fishikawa) are causal diagrams created by Kaoru
Ishikawa (1968) that show the causes of a specific event.
[1][2] Common uses of the Ishikawa diagram are product
design and quality defect prevention, to identify potential
factors causing an overall effect. Each cause or reason for
imperfection is a source of variation. Causes are usually
grouped into major categories to identify these sources of
variation. The categories typically include
People: Anyone involved with the process
Methods: How the process is performed and the
specific requirements for doing it, such as policies,
procedures, rules, regulations and laws
Machines: Any equipment, computers, tools, etc.
required to accomplish the job
Materials: Raw materials, parts, pens, paper, etc.
6. Histogram method
A histogram is a graphical representation of the
distribution of data. It is an estimate of the probability
distribution of a continuous variable (quantitative
variable) and was first introduced by Karl Pearson.[1] To
construct a histogram, the first step is to "bin" the range of
values -- that is, divide the entire range of values into a
series of small intervals -- and then count how many
values fall into each interval. A rectangle is drawn with
height proportional to the count and width equal to the bin
size, so that rectangles abut each other. A histogram may
also be normalized displaying relative frequencies. It then
shows the proportion of cases that fall into each of several
categories, with the sum of the heights equaling 1. The
bins are usually specified as consecutive, non-overlapping
intervals of a variable. The bins (intervals) must be
adjacent, and usually equal size.[2] The rectangles of a
histogram are drawn so that they touch each other to
indicate that the original variable is continuous.[3]