MBA/MEAE Dual Degree
The David Eccles School of Business and the Entertainment Arts & Engineering Program are pleased to announce an exciting new dual degree program designed to take advantage of the complementary elements in the Masters of Business Administration and the Masters of Entertainment Arts & Engineering.
The purpose of this dual MBA/MEAE is to combine students’ applied interests and training in videogame development with the comprehensive business training gained through an MBA program. Additionally, there are also many complementary intellectual and professional benefits associated with studying game development and business administration together. In simple terms, videogame developers are trained to design and create products. However, the ultimate success of their efforts is frequently determined not by their technical peers, but by the current business environment and judgment of market forces. Unfortunately, this is an area most game developers know very little about, and is frequently described as the ‘suits’ vs. the ‘dev’ divide. This degree aims to bridge that divide.
To conceive, design, and create a product as complex as a videogame requires deep knowledge in several relevant technical disciplines. In the same way, to anticipate or even influence the reaction of a market requires an integrated understanding of multiple business disciplines. By incorporating a comprehensive knowledge of both sides of the divide, an MBA/MEAE graduate will be, with appropriate experience, qualified to manage every step from the studio into the boardroom.
Below is a sample of a typical three year plan.
Please note, in order to apply for the MBA/MEAE you will be required to apply to both programs. Please visit the Full-Time MBA admissions site for more information on those requirements, and here for MEAE requirements.
- Semester 1 – Fall (17.5 Credits)
- Semester 2 – Spring (14.5 Credits)
- Semester 3 – Fall (14.0 Credits)
- Semester 4 – Spring (13.0 Credits)
- Semester 5 – Fall (12.0 Credits)
- Semester 6 – Spring (13.0 Credits)
MBA 6000: Career Strategies (1.0)
FINAN 6025: Managerial Economics (3.0)
ACCTG 6000: Financial Accounting (3.0)
OIS 6040: Data Analysis and Decision Making (1.5)
OIS 6060: Production Operations Management (1.5)
MKTG 6090: Marketing Management (3.0)
EAE 6000: Design I – (3.0)
FINAN 6020: Financial Management (3.0)
ACCTG 6001: Managerial Accounting (1.5)
OIS 6061: Productions Operations Management (1.5)
IS 6010: Information Systems (1.5)
MGT 6054: Management Communication (3.0)
EAE 6xxx: Design II elective – (3.0)
EAE Track Class (Game Engineering, or Production) (3.0)
STRAT 6071: Competitive Strategy (3.0)
MBA 6002: Market Readiness (1.0)
MGT 6051: Managing and Leading Organizations (3.0)
EAE Track Class (Game Engineering, or Production) (3.0)
MBA Electives – (6.0)
EAE Track Class (Game Engineering, or Production) (3.0)
MBA 6800: Integrative Experience (2.0)
MBA Elective – (3.0)
MBA 6800: Integrative Experience (3.0)
MBA Elective – (6.0)
84 Total Hours (31 MEAE + 33 MBA Core + 15 MBA Electives + 5 MBA Integrative Experience)
The official scores can take up to 4 weeks to reach the University. However, you may submit unofficial GMAT or GRE scores to us in your application in order to meet the deadline. This will allow us to start processing your application. The official scores must be received before a decision can be made on your application.
Our GMAT code is: K0R-S3-78
Our GRE code is: 4853
Quantitative Proficiency Requirement
Competitive applicants to the MBA program will demonstrate sufficient quantitative “horsepower” to show they are ready to successfully navigate the program curriculum. One of the ways we assess this horsepower is by utilizing the quantitative percentile achieved on the GMAT or GRE exams. If your quantitative score is lower than you feel you are capable of, we encourage you to retake the test or submit supplemental documentation with your application (i.e., grades in previous quantitative classes)
International and permanent resident applicants who do not hold a bachelor’s or graduate degree from a U.S. or English-speaking institution in accepted countries (Australia, Canada, Ireland, New Zealand or the United Kingdom) are required to take the Test of English as a Foreign Language (TOEFL) or IELTS examination.
The David Eccles School of Business requires a minimum score of 100 on the TOEFL internet-based exam or 600 on the paper-based exam. The School of Business will also accept a minimum score of 7.0 on the IELTS exam. Applicants who score below the minimums are strongly encouraged to retake the exam before submitting an application.
The official scores can take up to 4 weeks to reach the University. However, you may submit unofficial TOEFL or IELTS scores to us in your application in order to meet the deadline. This will allow us to start processing your application.
The official scores must be received before a decision can be made on your application.
Applicants must use institution code 4853 for the David Eccles School of Business.
In addition to evaluating work experience in terms of years, we review the depth and breadth of an individual’s position, his or her contributions to the work environment, and level of responsibility and progression. Although we primarily evaluate work experience post-undergraduate degree, we will consider experience obtained during an undergraduate program as long as it fulfills the criteria below. Work experience does not necessarily need to be business-based and can include areas such as military, teaching, Peace Corps or other similar areas.
When considering if your work experience meets our program expectations, we encourage you to consider the following general criteria for evaluation:
Can you show progression in responsibility or position? Does the position normally require a bachelor’s degree for hiring consideration?
Does your experience include managerial and/or supervisory responsibilities, leading a team to achieve established goals?
Were you involved in setting these goals?
Does your experience involve project management with multiple steps/phases to be carried out over a finite period of time?
Does the position require expertise in business functions such as sales, accounting, human resources, finance, marketing, operations, etc., and/or technical functions such as engineering, computer programming, or sciences?
Was the majority of your work experience in a full-time format?
Tips for writing your essays:
Keep answers in a business context and framework.
Focus your energy on painting a concise, complete, and well-thought-out picture of who you truly are, rather than present what you think the Admissions Committee is looking for in response to essay questions.
1. REQUIRED ESSAY: Please write a one page essay addressing the following topics
Explain your decision and motivation for applying to the MBA program.
Why do you feel you are a strong candidate for the MBA program?
How will earning an MBA influence your career intentions?
The essay is to be single-spaced, typed, and may not exceed one page.
2. ADDITIONAL REQUIRED ESSAY FOR DUAL DEGREE APPLICANTS: Please write a one-page, single-spaced, typed essay addressing the following topic
Full-time MBA/JD: What advantages do you believe an MBA/JD dual degree will provide for you post-graduation?
Full-time MBA/MHA: Describe when and how you first realized you wanted a career in healthcare and what led you to this realization. Also, what do you hope to contribute to healthcare as a result of completing your dual degree program?
Full-time MBA/MS Engineering: Tell us what excites you about the overlap and partnership opportunities between the worlds of business and engineering?
3. OPTIONAL ESSAY: What other information about you is important in considering your application? This essay may not exceed one page, and is encouraged for applicants with lower GPA, GMAT, or work experience to provide further explanation
Qualitative information about your professional and leadership abilities are an important part of your MBA application. The best letters of recommendation will provide insight and actual examples of your potential to succeed in the competitive and challenging environment of a full-time MBA.
Other points to consider:
Choose someone who knows you well. It’s a definite red flag when a recommender indicates “fairly well” or “not well” by the question about how well they know you.
Your recommenders must submit their letters of recommendation via the online application.
You are responsible for ensuring that both recommendations are submitted before the application deadline.
References of a personal or social nature are strongly discouraged.
Other information appropriate to a business resume is welcomed and encouraged. Extracurricular activities should be included in the extracurricular section of the online application, rather than on your resume.
Your resume should be limited to one page. Given the importance of work experience in evaluating applications, we encourage you to place great importance on your resume content and presentation. Please make sure your resume is updated with information specific to your application. It’s surprising how often our applicants include resumes that are not current.
You must also request official transcripts from every college or university you have attended to be sent directly to the Graduate Admissions Office at the University of Utah at firstname.lastname@example.org or by mail at:
University of Utah Graduate Admissions
201 S. 1460 E, Room 250 S
Salt Lake City, UT 84112
Your admission to the program will not be valid until all official transcripts have been received.
Applicants must have earned their bachelor degree with a cumulative GPA of at least 3.0. Consideration will be given for applicants meeting this 3.0 GPA over the last 60 hours taken in their undergraduate coursework.
$55 for applications submitted prior to April 1
$85 for applications submitted after April 1
Interviews will be conducted by invitation only. All interviews will be scheduled on-campus with rare exception. Interviews will be conducted by a combination of alumni, 2nd year MBA students and admissions staff. MBA/MHA interviews will be conducted with MHA staff, alumni and current MBA/MHA students. Approximately 85% of applicants will receive an invitation to interview.
Invitations to interview will be sent to applicants approximately one week after each round deadline. The invitation will include a link to an online interview scheduler that will list specific dates and times open for interviewing.
Please see our application deadline schedule for more details including the window of dates over which interviews will take place for each round. Specific interview date options will be sent with your interview invitations. Interviews will normally be held on Thursdays and Fridays.
While on-campus, applicants should expect a full day of activities including the actual interview (both group and individual formats) as well as opportunities to meet with our current MBA students and program staff.
To assist applicants with the cost of travel, we are pleased to provide travel and housing assistance for those traveling in from out-of-state. Airfare will be reimbursed up to $600 (total round-trip) and accommodations will be provided for 2 nights. International applicants may receive up to $1000 reimbursement and 3 nights’ accommodations.
The interview is a critical part of your application. Although visits are not a required, we strongly recommend that all applicants schedule an interview on-campus if invited.
MBA COURSE DESCRIPTIONS
ACCTG 6000 – Financial Accounting
Designed to provide students with an understanding of the financial-reporting process followed by all public and many private companies. Students gain the ability to read and understand published financial statements and perform formal financial analysis.
ACCTG 6001 – Managerial Accounting
This course focuses on firms’ internal accounting information systems and their use in decision making, planning, and control. The objectives are to increase an understanding of the data accumulation and allocation processes; to illustrate the proper application of these accounting data to solving managerial problems; and to expose the students to the strategic implications and limitations of the accounting systems and data. Applications considered include cost estimation, pricing and product mix decision, activity-based costing, and measuring opportunity costs for decision making. The course integrates the knowledge of firms internal accounting systems with problems confronting managers in the areas of finance, accounting, marketing, operations management, and human resources.
FINAN 6020 – Financial Management
Topics include financial analysis, planning, working-capital management, financial math, valuation, and capital budgeting.
FINAN 6025 – Managerial Economics
Addresses fundamental principles of economics from the managerial perspective. Topics include supply and demand in markets, analysis of production and cost, consumer theory, analysis of market structure, the banking system, and macroeconomics.
IS 6010 – Information Technology for Organization Competitiveness
Information technology has become increasingly critical to organizational competitiveness, as it is deeply entrenched in almost all aspects of a firm’s business. Effective deployment and use of technology can greatly enhance firm performance through effective analysis, planning, and operations with increased efficiency and agility. However, managing the fast-expanding information technology is challenging; many organizations struggle to effectively assimilate their business strategies/operations and technologies. This course provides MBA/PMBA students with (1) fundamental knowledge of information technology, established or emerging, and its exciting business applications; (2) a sound understanding of key issues and challenges surrounding the investment, evaluation, use, and management of information technology in various organizational settings; and (3) in-depth analyses of select best practices of information technology utilization, implementation, or management in different sectors. This course covers data management, business intelligence, business process management, Web technologies and digital transformation, enterprise systems, information security, and IT investment management; it offer a balance between technical knowledge and managerial/organizational issues and is anchored from the perspective of mangers, technology and business. Lectures and in-class discussions are the primary teaching methods, augmented by business case discussions, in-class labs and demonstrations, guest presentations, and individual assignments.
MBA 6000 – Career Strategies
This course is designed to help you define and develop your professional goals, build a personal action plan and refine the skills necessary for successful career management during and after your MBA. Topics include: interviewing techniques and preparation; effective networking methods and etiquette; informational interviews; career exposure through panels of industry professionals; communication practices for career success; writing an effective LinkedIn profile, elevator pitch and value proposition; internship search, strategy and support. This course is led by the Director of the Graduate Business Career Management Center. Course is a requirement of the Full Time MBA program.
MBA 6001 – Career Perspectives
Apply and refine the concepts introduce in MBA 6000 through class sessions, workshops, industry panels and speaker events. Career workshops will cover effective internship search strategies, internship preparation, interviewing techniques, power of presences, personal branding, etiquette, networking and salary negotiations. Full Time MBA students will enroll in this course during spring semester of the first year of the program.
MBA 6002 -Market Readiness
This course is designed to provide continued career management and support through the final year of the Full Time MBA program and prepare students for a career after graduation. Through the workshops, activities and assignments, students will continue to sharpen their career strategy as well as continue to expand their professional network to result in an effective and successful full time job search. Topics include: personal rebranding, interviewing strategies and techniques, effective communication for career success, negotiating employment offers and conflict management and culture. Full Time MBA students will enroll in this course during fall semester of the second year of the program.
MBA 6800 -Integrative Experience
Provides an opportunity to review, apply, and integrate major components of the MBA program. The specific format for the course may vary between sections; however, the typical format is a field study in which a team of MBA students consults with a local business on a significant issue facing that organization.
MGT 6050 – Laying the Foundations of Teamwork
The purpose of this course is to understand the theory and processes of working in a group or team. The course is designed to be relevant to the broad spectrum of problems that are faced in a variety of group settings. Students will learn analytical and behavioral tools to effectively diagnose complex dynamics in work groups and take action to improve group performance. Students will also learn practical interpersonal skills useful for implementing effective strategies in group situations. The course is intended to help students become more effective while working in groups and teams. Considerable emphasis will be placed on simulations, role-playing, and cases.
MGT 6051 – Managing and leading in Organizations
This course emphasizes human behavior concepts and principles useful in creating high performance work places. Personal leadership effectiveness is enhanced through self-assessment, feedback, and studying the practices of exemplary leaders. Methods of managing individuals, groups and organizations to elicit high levels of performance are introduced through discussion of topics such as motivation, power and influence, group behavior and teams, decision making, conflict and collaboration, organization design, culture and leading change. Cases, group discussion and team exercises are used extensively in the course.
MGT 6054 – Management Communication
Communication effectiveness is crucial for leaders in today’s complex business climate. Research spanning several decades consistently has shown that leaders with strong communication skills are more likely to receive job offers and promotions, and they are more successful when faced with a wide range of leadership challenges such as motivating and coaching others, resolving conflicts, and delivering negative messages. This course covers communication topics including: advanced public speaking and persuasion, strategic business writing (business proposals, email, social media), and effective interpersonal communication. Students will learn strategies that will enable them to integrate ethos, pathos, and logos into their organizational communication, adapt their message to their specific audience (using cultural and emotional intelligence), manage adversarial audiences, develop a proficiency in tailoring one’s communication style to the intended audience, and express data clearly.
MKTG 6090 – Marketing Management
This course is designed to provide an overview of major marketing management and strategy concepts as well as their implementation and control. It emphasizes the application of these concepts to marketing decisions through case analyses and simulations as opposed to lectures. Topics include market assessment, segmentation, target marketing, positioning, differentiation, branding, budgeting, customer lifetime value analysis, and product, pricing, distribution, and promotional strategies.
OIS 6040 – Data Analysis and Decision Making
This course will develop decision making abilities with data-analysis and decision models. Applications will be in the business functional areas. Students will use computers to solve business problems. Course topics will include advanced statistical analysis, regression models, decision analysis basics, and portfolio management.
OIS 6060 – Operations Management I
Operations Management involves designing, operating, and improving the processes wherby any firm (such as a hospital) transforms raw materials (e.g., sick patients) into finished goods (e.g., cured patients). A key role of Operations is to manage the flow of work through these process steps, with the goal of closely matching supply with demand while enhancing quality and minimizing cost. Thus we develop a framework for analyzing business process flows within a firm and across firms, applying the principles not only to service industries but also to manufacturing.
OIS 6061 – Operations Management II
This course builds on OIS 6060 by looking more closely at how the management of supply chains, capacity, inventory, quality, and product design can have a positive impact on the match between supply and demand, and on profitability. The course further examines how firms in both service industries and manufacturing have used the Operations function to help create a competitive advantage, and how firms have achieved a strategic fit between the Operations function and other business disciplines.
STRAT 6071 – Competitive Strategy
Competitive Strategy adopts the perspective of the chief executive and challenges the student to evaluate the competitive environment, evaluate the firm’s core skills and capabilities, and to craft a strategy that will allow the firm to leverage its competitive advantages over time. The course begins with an introduction to the core concepts and tools of competitive analysis, and then illustrates the application of these tools to the host of questions the chief executive must answer in order to achieve sustainable competitive advantage. The first part of the course focuses on business-level strategy, which explores how to create and sustain competitive advantage in undiversified firms. Topics addressed in this portion of the class include industry dynamics, identification of competitively valuable skills, resources, and capabilities, technology strategy, and trade-offs among various business level strategies. The second part of the course focuses on corporate strategy, which is concerned with the complex and challenging task of managing the diversified (multi-product) firm. Topics addressed include vertical integration, diversification, and globalization strategies.
EAE GAME DEV COURSE DESCRIPTIONS
GAME DESIGN AND DEVELOPMENT SEQUENCE
Game Design I
Game design is the very core of the game development process. While the term “game designer” appears in various forms of game writing, design is frequently an eclectic and collaborative process. All participants in the EAE:MGS study game design, so that they may both have an opportunity to participate in the creative direction of games and so that they can better understand the design process.
This is the first of two seminars a student will take designed to educate students about how games are designed and produced. Design I focuses on a ludological approach to games, focusing on game mechanics, production processes, and game theory. This course challenges student’s preconceptions of what games are, should be, and their broader role in culture.
Game Design II
Game Design II is the second seminar in which students study and design games as well as investigate the process of game creation. This requirement may be met by taking one of a variety of courses offered and can focus on the final stages of game design and production, narrative approaches to games, user experiences, or ethics in games. Students will learn about critical perspectives, genre development, elements of game genres, traditions, and trajectories, as well as game post-production. Students will learn how to conduct and write a postmortem in addition to a game critique.
GAME PROJECTS SEQUENCE
This class is the first course of four in the EAE:MGS game projects sequence. This section focuses primarily on rapid prototyping. Students will work in teams to pitch, prototype, and present games every four weeks, resulting in a better more refined game pitch and prototype. Each prototype sprint students will work on a different team. Additionally, a different design, aesthetic, of technical directive will define each sprint. Design requirements may vary from creating educational games, to specific genres. Teams will be made up of at least one producer, artist, and engineer. Four or five games will be prototyped using a variety of game engines and techniques.
Game Projects I
Game Projects I begins the three section team-based major game project. Students will work in teams to pitch, prototype, and begin development of their master’s game project. Instructors will meet regularly with students to both offer advice and criticism as the game progresses.
Game Projects II
Students will work in teams to finish development of their master’s game project and submit it to contests of festivals should they see fit. Instructors meet regularly with students to both offer advice and criticism as the game progresses.
Game Projects III
Students will continue to work with their team to polish and publish their master’s game project, as well as fill out their individual portfolio projects. Instructors continue to meet regularly with students.