This is the preliminary (or launch) version of the 2025-2026 VCU Bulletin. Courses that expose students to cutting-edge content and transformative learning may be added and notification of additional program approvals may be received prior to finalization. General education program content is also subject to change. The final edition and full PDF version will include these updates and will be available in August prior to the beginning of the fall semester.
FMBA 601. Team Building and Leadership. 1-3 Hours.
Semester course; 1-3 lecture hours. 1-3 credits. Presents how organizations steer members toward what needs doing. Design, functions and creation of teams, engaging leadership and motivation processes to set and achieve organizational goals; management of emerging communication and evaluation processes; interacting with boards and with customers are developed across disciplines.
FMBA 602. Team Building and Leadership. 1-3 Hours.
Semester course; 1-3 lecture hours. 1-3 credits. Presents how organizations steer members toward what needs doing. Design, functions and creation of teams, engaging leadership and motivation processes to set and achieve organizational goals; management of emerging communication and evaluation processes; interacting with boards and with customers are developed across disciplines.
FMBA 603. Business Foundations. 1-3 Hours.
Semester course; 1-3 lecture hours. 1-3 credits. Presents how to build a foundation in business quantitative techniques. Concepts of accounting/financial reporting, quality, finance concepts, control and hypothesis testing are developed and integrated across disciplines.
FMBA 604. Analysis and Decisions. 1-3 Hours.
Semester course; 1-3 lecture hours. 1-3 credits. Presents how organizations define and choose. Concepts and tools of problem-solving for administrative decisions; concepts and tools of measurement, planning and control; management of conflict, cooperation, negotiation and implementation are developed and integrated across disciplines.
FMBA 605. Analysis and Decisions. 1-3 Hours.
Semester course; 1-3 lecture hours. 1-3 credits. Presents how organizations define and choose. Concepts and tools of problem-solving for administrative decisions; concepts and tools of measurement, planning and control; management of conflict, cooperation, negotiation and implementation are developed and integrated across disciplines.
FMBA 606. Analysis and Decisions. 1-6 Hours.
Semester course; 1-6 lecture hours. 1-6 credits. Presents how organizations define and choose. Concepts and tools of problem solving for administrative decisions; concepts and tools of measurement, planning, and control; management of conflict, cooperation, negotiation, and implementation are developed and integrated across disciplines.
FMBA 607. Global Challenges. 3 Hours.
Semester course; 3 credits. Presents an educational tour for direct experience of influences and perspectives: France, Great Britain, Indonesia or Mexico.
FMBA 608. Organizational Culture. 1-3 Hours.
Semester course; 1-3 lecture hours. 1-3 credits. Presents how organizations develop and operate. Concepts of information technology-adding values, environmental regulations/law, entrepreneurial culture, probability market orientation and management functions are explored.
FMBA 609. Productivity and Innovation. 1-3 Hours.
Semester course; 1-3 lecture hours. 1-3 credits. Presents how organizations change and improve. Management of creativity, critical thinking and rewards; development of resources; implementing concepts of quality, effectiveness and change are developed across disciplines.
FMBA 610. Productivity and Innovation. 1-3 Hours.
Semester course; 1-3 lecture hours. 1-3 credits. Presents how organizations change and improve. Management of creativity, critical thinking and rewards; development of resources; implementing concepts of quality, effectiveness and change are developed across disciplines.
FMBA 611. Strategic Management. 1-3 Hours.
Semester course; 1-3 lecture hours. 1-3 credits. Presents how organizations define, plan and accomplish missions. Comprehensive integration of business functions and processes; systems thinking, managing shareholder value; anticipating and interacting with changing internal and external environments; formulation and implementation of strategy and integrated across disciplines.
FMBA 612. Strategic Management. 1-3 Hours.
Semester course; 1-3 lecture hours. 1-3 credits. Presents how organizations define, plan and accomplish missions. Comprehensive integration of business functions and processes; systems thinking, managing shareholder value; anticipating and interacting with changing internal and external environments; formulation and implementation of strategy and integrated across disciplines.
FMBA 613. Strategic Management. 1-3 Hours.
Semester course; 1-3 lecture hours. 1-3 credits. Presents how organizations define, plan and accomplish missions. Comprehensive integration of business functions and processes; systems thinking, managing shareholder value; anticipating and interacting with changing internal and external environments; formulation and implementation of strategy and integrated across disciplines.
FMBA 614. Health Care Management I: National Perspective. 3 Hours.
Semester course; 3 lecture hours. 3 credits. Students develop an understanding of how health care evolved in the United States and articulate major policy issues. Course emphasizes the major components of health care reform and what policy issues they are intended to address. Focus is on how information technology supports quality of care, the business of health care and health care reform.
FMBA 615. Health Care Management II: Employer's Perspective. 3 Hours.
Semester course; 3 lecture hours. 3 credits. Students will develop an understanding of the business and financing of health care. Course emphasizes the design of insurance costs, the associated costs and employer options. Also explores how wellness affects population health and health care costs.
FMBA 616. Health Care Management III: Industry Perspective. 3 Hours.
Semester course; 3 lecture hours. 3 credits. Students will develop an understanding of the unique economic issues of health care, the importance of process improvement and compliance for health care organizations and the effect of costs. Course focuses on the roles of innovation and marketing in the health care industry.
FMBA 620. Foundational Concepts of Transformative Leadership. 1 Hour.
Semester course; 1 lecture hour (delivered hybrid). 1 credit. Enrollment is restricted to students in the Business Administration, Master of (M.B.A.) [Executive] cohort. Empowers transformative leaders with the tools to cultivate self-awareness, develop a lifelong learning mindset and lead with authenticity and impact. Students will explore personal leadership development through self-reflection, mindfulness and emotional intelligence. The course emphasizes the importance of effective communication, influence and building meaningful relationships to foster a positive organizational culture. Participants will learn to lead with courage, embodying their values, and to create a culture of recognition, growth and feedback that motivates and inspires others.
FMBA 621. Applying Concepts of Transformative Leadership. 1 Hour.
Semester course; 1 lecture hour. 1 credit. Enrollment is restricted to students in the Business Administration, Master of (M.B.A.) [Executive] cohort. Empowers transformative leaders to drive organizational excellence by mastering performance management, building high-performing teams and cultivating a positive culture rooted in ethical leadership and accountability. Participants will learn to set clear performance expectations, provide impactful feedback and coach employees for optimal results. Through exploration of team dynamics, effective delegation, conflict resolution and collaboration, leaders will develop skills to elevate team performance. The course emphasizes balancing care and accountability to foster trust and psychological safety, while equipping leaders to navigate ethical challenges and deliver diverse stakeholder impact. Decision-making under uncertainty is tackled through strategic risk assessment, cognitive bias mitigation and balancing short- and long-term thinking. Leaders will also learn to shape and sustain organizational culture to align with core values and drive lasting impact.
FMBA 622. Transformative Leadership for Organizational Excellence. 1 Hour.
Semester course; 1 lecture hour (delivered hybrid). 1 credit. Enrollment is restricted to students in the Business Administration, Master of (M.B.A.) [Executive] cohort. Prepares transformative leaders to drive meaningful change and foster innovation within complex and evolving organizational environments. Participants will master change management strategies to overcome resistance and communicate transformations effectively, while developing visionary leadership skills to align strategic objectives with a compelling mission. The course covers crisis management techniques, emphasizing resilience and adaptive leadership during times of uncertainty. Leaders will also learn to cultivate creativity and manage innovation processes, breaking down barriers to bring new ideas to life. Through embracing diversity and fostering a culture of belonging, participants will build trust and lead effectively in diverse environments. The course culminates in the synthesis of transformative leadership practices, using systems thinking and holistic integration to create lasting organizational impact.
FMBA 691. Topics in Business. 1-3 Hours.
Semester course; 1-3 lecture hours. 1-3 credits. May be repeated for credit. Study of current topics. Topics may vary from semester to semester.