Female university student with blue hat and glasses talking with fellow classmates

Add business management to your skill set

The one-year Master of Science in Management (MSM) at Gies Business teaches you the fundamental business skills to build upon your undergraduate education. Whether you majored in anthropology, psychology, English, sociology, or urban planning, a Gies MSM can make you the type of problem solver today’s employers demand.

Classes start in June (summer) each year. Applications for 2020 will open on August 1, 2019. Application deadlines are as follows:

  • Early Deadline - November 15, 2019
  • Round 1 Deadline - January 15, 2020
  • Round 2 Deadline - March 15, 2020*
  • Round 3 Deadline - April 15, 2020

*Final deadline for international applicants requiring a visa.

No application fee for domestic candidates.

A strong return on investment

By combining business knowledge with a degree in the arts and humanities, social sciences, and other non-business majors, you can achieve greater earning power and gain a competitive advantage. MSM graduates realize greater opportunities for promotions and achieve 40% higher salaries within three years of graduation. Career opportunities include management, consulting, analytics, entrepreneurship, and other high-demand jobs.*

If you want to take your undergraduate degree and really put it to work, the MSM program at Gies Business will give you the tools and skills you need.

*National average job outcome data as reported from National Association of Colleges and Employers (NACE) in its 2016 First Destinations report. Salary information is based on 2018 NACE Salary Study

Curriculum designed to launch your career

Our customized curriculum is designed to propel the careers of emerging leaders. The curriculum includes business fundamentals such as marketing, process management, global business, communicating with data, project management, finance, and quantitative reasoning. You can also customize your degree with electives in design, entrepreneurship, sustainability, and nonprofit management. These courses will allow you the flexibility to tailor your degree experience to your specific interests.

The program is specifically designed as a graduate degree to help develop the knowledge, skills, and capabilities to prepare students for a career in management. A Gies Business MSM provides talented undergraduate students without prior training in business an opportunity to enhance their understanding of management principles.


Dennis Kostidis Portrait from the Master of Science in Management Program

"I chose this program to combine the skills I got from my undergraduate degree in biology with some business knowledge. I am learning things about both business and myself through this program that will benefit me for my entire life."

Dennis Kostidis, MSM '19

Eric C. Larson Faculty Portrait

"A student can get a world-class education in liberal arts and sciences and then complement that with a one-year immersion in business education. It’s a combination that is tough to beat."

Eric C. Larson, Academic Director

Client-based projects in each semester

Real-world, client-based projects are integrated into the culture of the MSM program. This hands-on experience prepares our students for success in their careers, and employers recognize this added value from day one.

Our hands-on projects are designed to solve business problems and provide a valuable connection to support your career. Students consistently have a better story to tell recruiters, improve their ability to work in a team, and enhance their ability to solve complex problems.

Learning by doing is not just a feature in the MSM. It’s in our DNA.

Accelerate your career

The MSM degree complements any non-business undergraduate degree program, giving you a strong foundation in business to help accelerate your career. You’ll learn the language of business, so you will be prepared to speak with a chief financial officer, read a balance sheet, set up a marketing plan, and more.

You will challenge assumptions, invent new approaches, and discover your own path. Learning doesn’t stop in the classroom, though. Using a collaborative learning format, case-based learning, and a global perspective, this program produces graduates who quickly develop the skills needed to launch a business career. In addition, you will have opportunities to participate in professional development workshops, career coaching, networking events, corporate tours, and activities that ready you for success.


University students sitting around a table in the business instructional facility with laptops

Enhance your career in just one year!

Expand your business network, and turn your passion into purpose with our one-year Master of Science in Management.

GET INFORMATION

News and Events

Study: Even in competitive markets, shareholders bear burden of corruption

Jul 18, 2019, 10:18 AM by Aaron Bennett
A new paper co-written by a University of Illinois expert examines the relationship between political corruption and firm value in the U.S.

CHAMPAIGN, Ill. (U of I News Bureau) — A new paper co-written by a University of Illinois expert in the use of financial information in capital markets examines the relationship between political corruption and firm value in the U.S., and what prevailing forces potentially constrain or exacerbate the effects of corruption.

While the U.S. traditionally ranks low on worldwide corruption indices, domestic politicalNerissa Brown corruption still imposes substantial costs on U.S. shareholders – but the relationship between political corruption and firm value can be moderated by several firm- and government-level factors and monitoring mechanisms, the authors report.

Nerissa Brown, a professor of accountancy at Gies College of Business, and her colleagues at other institutions found that low-profit firms in competitive environments are particularly vulnerable when operating in corrupt areas.

Using Department of Justice corruption convictions data from 1996-2013 and a sample of U.S. firms, Brown and her co-authors found that the consequences of political corruption are exacerbated for firms operating in competitive product markets and mitigated for firms that are subject to external monitoring by state governments or monitoring induced by disclosure transparency.

“We know that corruption has a negative effect on firm value. It’s a deadweight tax on firm value,” said Brown, who also is a PricewaterhouseCoopers Faculty Fellow. “One key factor that exacerbates this negative effect is when firms operate in highly competitive industries. In such industries, the profit margins or economic rents that a firm earns are much lower because competition drives those margins down. If low-profit firms face corruption on top of that, they already have a small piece of the profit pie – and that slice will surely be smaller if they have to grease the palms of rent-seeking public officials.”

While prior studies have looked at how corruption influences firm performance, “a lot of that research has been done on a global, cross-country basis,” Brown said.

“There are well-known corruption indices that rank countries from most corrupt to least corrupt, and several studies examine how gross domestic product, foreign direct investment, and other country-level measures of growth vary with corruption. The U.S. typically ranks as a low corruption country, so the interesting thing we’re able to show given our data is the variation in corruption across the states within the U.S. That was a very difficult thing to capture in prior U.S.-based studies, because corruption by its very nature is unobservable and hidden until exposed.”

The results should inform managers and policymakers of the tradeoffs imposed on firms operating in areas of the U.S. that rank higher on the corruption scale, Brown said.

“The data that we use isn’t perfect, but we can observe within a given geographic district court boundary the number of public officials that have been federally convicted of crimes that are of a political nature,” Brown said. “And so the interesting result we show in this paper is that, when you peer inside district court boundaries, there are huge variations in corruption rates across the U.S. There are even huge variations within the same state.”

Further analysis in the paper suggests that corruption is particularly harmful to shareholder value when state governments are controlled by a single party, consistent with the notion that interparty competition deters corruption, Brown said.

“State governments with split party control serve as a monitoring mechanism in that one party is closely watching the other party,” Brown said. “If there are corrupt officials in either party who might have some proclivity to extract cash from firms operating in the area, having another party to shine a light on their activities functions as a check. It seems to tamp down the level of corruption, which then reduces the negative firm value effects that we show.”

If you’re a start-up and you’re thinking about where to locate, “then the corruption culture is something you ought to take into consideration,” Brown said. “This is no different from a multinational corporation that should assess a country’s corruption culture before entering the market.”

“Which states or areas would you be more likely to flourish in without having to deal with corrupting influences or corrupt officials? Know that if you do choose to operate or locate in those areas, then there needs to be greater vigilance over the effectiveness of internal control and compliance procedures that are put in place.”

Being transparent to outside investors and other external parties is also important for companies, Brown said.

“We find that the costs of corruption are lower for firms that voluntarily disclose more information. Investors, financial regulators and the business press are key monitors or watchdogs for corrupt activities, and transparency facilitates these monitoring mechanisms. As they say, ‘Sunlight is the best disinfectant.’”

Brown’s co-authors are Jared D. Smith of North Carolina State University; Roger M. White of Arizona State University; and Chad J. Zutter of the University of Pittsburgh.

The paper was published in the Journal of Business Ethics.