Grand Canyon University · NRS, MBA, and beyond · every topic
GCU classrooms run on topics: Topic 3 DQ 1, Topic 3 DQ 2, and the assignment beside them, posted once, uneditable, checked through LopesWrite. This ledger files samples the same way. Search your course and topic, see the deliverable in real form, or request a custom sample free and have it in 24 to 48 hours.
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RN-to-BSN core first, the MBA sequence beside it, individual classes after. Open a course to see its topics; DQs and assignments live inside each topic drawer.
Rather hand the class over than read it? Program desks: BSN, MSN, MBA, DNP, or any GCU class topic by topic.
ACC-240 is where the machinery gets learned: what an entry is, why every one has two sides, and how a stack of transactions becomes a statement.
ACC-250ACC-250 turns the record outward, to people who did not make the entries and will never see them.
ACC-260ACC-260 stops reporting and starts deciding.
ACC-335ACC-335 examines the system that produces the numbers rather than the numbers themselves.
ACC-337ACC-337 puts accounting data in front of tools built for querying rather than for reporting.
ACC-360ACC-360 asks what a single unit actually costs, which turns out to depend on choices nobody outside the accounting function ever sees.
ACC-361ACC-361 takes the managerial toolkit past the introductory version and into the places it strains.
ACC-370ACC-370 is where the standards start to bite.
ACC-371ACC-371 crosses to the right side of the balance sheet, where the obligations are and where the judgments get harder.
ACC-425ACC-425 puts the professional obligation against the situation that makes it expensive.
ACC-460ACC-460 applies statute to a set of facts and reaches a number somebody signs.
ACC-465ACC-465 moves from the individual return to entities, where the structure chosen years earlier determines what the tax bill can be.
ACC-486ACC-486 uses published statements to say something about the future rather than the past.
ACC-491ACC-491 asks what evidence would be enough, which is a different question from what happened.
ACC-653ACC-653 treats cost as something designed into a product rather than measured after it.
ACC-656ACC-656 handles what happens when one company controls another and the two have to be reported as one.
ACC-657ACC-657 works at a scale where testing a sample stops being the sensible option.
ACC-658ACC-658 accounts for organizations that do not exist to make money, which changes what the statements are for.
ACC-660ACC-660 works the transactions the intermediate sequence set aside: foreign operations, hedges and the disclosures that split a company into parts.
ACC-661ACC-661 works the entities where income passes to the owners and the tax happens on their returns.
ACC-663ACC-663 advises a household rather than a company, where the constraints are a real income and somebody's tolerance for risk.
ACC-669ACC-669 works corporations as taxpayers in their own right, where the same cash reaches an owner through several routes and each is taxed differently.
ACC-670ACC-670 reads statements looking for what the preparer would rather not emphasize.
ACC-680ACC-680 combines audit judgment with the analytics that now sit inside it, at the level the professional examination tests.
ACC-681ACC-681 covers taxation at the breadth and depth the professional examination requires, with authority research under time pressure.
ACC-682ACC-682 sits at the point where accounting judgment meets a dataset large enough to need tooling.
ACC-683ACC-683 is the tax discipline capstone, where planning, compliance and advice come together on entities that will not sit neatly.
ACC-685ACC-685 is the business analysis and reporting capstone, taking financial reporting problems through to the disclosure a reader relies on.
BUS-317BUS-317 is financial information for people who will never work in finance but have to decide with it.
BUS-332BUS-332 works the customer you already have, which is the cheaper and less glamorous half of marketing.
BUS-340BUS-340 covers the legal exposure a manager creates without noticing and the ethical decisions that arrive without a rulebook.
BUS-352BUS-352 is the first statistics course, and its real subject is reading a result honestly.
BUS-390BUS-390 works what changes when a business operates across borders, starting with how it enters at all.
BUS-435BUS-435 teaches business subjects to adolescents, who have no commercial experience to reason from and need the abstraction anchored.
BUS-470BUS-470 consults for a real organization, where the client has an actual problem and limited patience for a student exercise.
BUS-635BUS-635 works where a sports organization's money actually comes from, which is rarely where fans assume.
BUS-655BUS-655 applies analytics to the business of sport rather than to the field of play.
BUS-676BUS-676 examines a doctrine rather than adopting it, which means engaging its critics as seriously as its advocates.
HRM-635HRM-635 treats people as a capability the organization either builds or buys, and asks you to decide which.
HRM-640HRM-640 asks whether the way an organization manages people gives it an advantage a rival could not copy, which is a harder claim than having good practices.
MGT-325MGT-325 puts communication where it actually matters, which is in the middle of a change people did not ask for.
MGT-420MGT-420 explains why capable people behave differently once an organization is around them.
MGT-434MGT-434 covers the HR function a line manager actually meets: hiring, pay, performance and the conversations that end badly if handled loosely.
MGT-440MGT-440 runs projects with the constraints that actually bind: a fixed date, a scope somebody keeps enlarging, and people who report elsewhere.
MGT-455MGT-455 works the system that actually makes the thing, where a local improvement can leave total output exactly where it was.
MGT-460MGT-460 works out how many people an organization will need, of what kind, and when.
MGT-465MGT-465 covers what happens when the working relationship goes wrong: grievances, discipline, collective bargaining and the conversations that end up being read by somebody else.
MGT-470MGT-470 asks which HR practices should be identical everywhere and which cannot be, once an organization operates in more than one jurisdiction.
MGT-475MGT-475 looks at what happens to HR decisions once a system is making part of them.
MGT-640MGT-640 works projects from the level that decides which ones exist.
MGT-641MGT-641 works iterative delivery and the organizational conditions it needs, which most adopters do not supply.
MGT-805MGT-805 designs structure at doctoral level, where the question is what a given shape makes visible and what it hides.
MGT-820MGT-820 asks when analytics produces an advantage a rival cannot copy, which is rarer than the field's literature suggests.
MGT-825MGT-825 covers the law a senior manager meets, where the useful skill is recognizing exposure early rather than knowing the doctrine.
MGT-830MGT-830 works organizations where cause and effect are hard to connect and interventions produce results nobody predicted.
DBA-805DBA-805 evaluates management theory rather than applying it, which is the shift a doctoral program demands.
DBA-815DBA-815 puts economic reasoning to work on decisions a firm actually makes, chiefly about price.
DBA-820DBA-820 works the areas where financial practice has outrun the framework built to govern it.
DBA-831DBA-831 builds the analytic base a doctoral practitioner needs, where the point is designing an inquiry that could return an unwelcome answer.
DBA-833DBA-833 builds models to predict rather than to explain, which are different goals with different rules.
DBA-835DBA-835 examines sustainability as a business problem with real trade-offs rather than as a commitment.
DBA-839DBA-839 works data at the scale where the problems stop being technical and become organizational.
DBA-955DBA-955 builds a proposal around a problem the candidate usually lives inside.
DBA-960DBA-960 collects from organizations that treat their own data as an asset.
DBA-965DBA-965 turns results into recommendations for people who will act on them.
DNP-801ADNP-801A opens Grand Canyon's doctoral sequence, where scholarly writing, literature searching, and the first sketch of a DPI Project all begin at once.
DNP-805DNP-805 is where nursing practice meets data systems: standardized terminologies, clinical decision support, and the workflow that decides whether a good tool ever gets used.
DNP-810DNP-810 pulls genomics, environmental exposure, and global health threats into the advanced nurse's field of view, then asks what any of it changes in practice.
DNP-815ADNP-815A is the theory course underneath everything else in the DNP: philosophy of science, nursing and borrowed theory, and the translation models that carry evidence into changed practice.
DNP-820DNP-820 is the appraisal and translation course: reading studies for quality, synthesizing them into an argument, and choosing a model that moves findings into a real setting.
DNP-825DNP-825 moves the lens from the patient to the population: epidemiology, determinants, program planning, and the arithmetic of who is actually being served.
DNP-830DNP-830 teaches the statistics a practice doctorate actually uses: describing data honestly, choosing a test that matches the question, and reporting output a reviewer can check.
DNP-835DNP-835 is about what happens after the improvement works: outcome measurement, stakeholder buy in, and the unglamorous structures that keep a change alive once attention moves elsewhere.
DNP-836ADNP-836A teaches nurses to teach, where the learners are adults with clinical experience and limited patience for lectures.
DNP-837ADNP-837A builds a nursing curriculum and then tests whether it holds together.
DNP-838ADNP-838A runs a nursing program rather than teaching in one, where accreditation, faculty supply and clinical placements all bind at once.
DNP-840DNP-840 is the leadership course for people who must move an organization without owning it: influence, negotiation, systems thinking, and accountability.
DNP-955DNP-955 is where the DPI Project stops being a plan and becomes a document: problem, evidence, framework, and design assembled into proposal chapters a committee will interrogate.
DNP-960ADNP-960A is where the project meets the site, and the plan starts negotiating with reality.
DNP-965ADNP-965A analyses what happened and reports it, including when the answer is that nothing changed.
DNP-966DNP-966 and the continuation enrollments after it hold a project that has run past its planned course sequence.
PSY-802PSY-802 works the psychodynamic tradition and the evidential problem at its center.
PSY-803PSY-803 treats behaviorism as a decision about what counts as data and follows the consequences.
PSY-804PSY-804 takes the traditions that put experience and agency at the center, and their measurement problem.
PSY-810PSY-810 examines how psychology's systems succeeded and displaced each other, and how that history gets written.
PSY-831PSY-831 establishes performance psychology as a field with its own questions rather than clinical work applied to athletes.
PSY-833PSY-833 covers how complex movement skills are acquired, retained and disrupted.
PSY-839PSY-839 designs and delivers interventions to performers who did not necessarily ask for them.
FIN-210FIN-210 works money at household scale, where the decisions are ordinary and the arithmetic still surprises people.
FIN-350FIN-350 is the first finance course, where the discipline is that a dollar has a date attached.
FIN-355FIN-355 works retirement and benefits from both sides: what an employer offers and what an individual should do with it.
FIN-375FIN-375 works securities from the position of somebody deciding what to own.
FIN-431FIN-431 decides which risks to carry and which to transfer, which is a pricing question before it is a coverage question.
FIN-432FIN-432 treats property as an asset with financing, valuation and cash flow attached rather than as a transaction.
FIN-440FIN-440 works the transfer of wealth, where documents, taxes and family circumstances have to agree.
FIN-450FIN-450 takes corporate finance past the mechanics into the decisions a firm actually argues about: how much debt, what to pay out, and whether to buy something.
FIN-451FIN-451 constructs and then manages a portfolio, where the harder half is what happens after it is built.
FIN-490FIN-490 assembles a complete financial plan for one household and defends it.
FIN-655FIN-655 works investment decisions at the level of building and defending a portfolio for somebody else's money.
FIN-660FIN-660 works the financing and restructuring decisions a firm makes rarely and cannot easily reverse.
COM-210COM-210 builds speeches that hold a room and stand up to questions.
COM-222COM-222 studies what happens when a task is given to a group rather than a person.
ENG-105ENG-105 builds academic writing from a defensible claim outward.
ENG-106ENG-106 moves from argument to research, where the sources are found rather than given.
SOC-102SOC-102 examines how social structures shape outcomes people experience as personal.
HCA-240HCA-240 follows the money from a service delivered to a payment received, which in health care is a longer and stranger route than in any other industry.
HCA-360HCA-360 looks at the systems a health organization runs and asks who is accountable for what they produce.
HCA-450HCA-450 works quality from the administrator's chair, where the measures are external, the scores are public and somebody has to answer for them.
HCA-460HCA-460 runs the building.
HCA-465HCA-465 is the management course for people who will run a department rather than a company.
HCA-470HCA-470 asks a health organization to choose, which is harder when the mission argues against dropping anything.
HCA-515HCA-515 compares the ways care actually gets organized and paid for, and asks what each arrangement rewards.
HCA-530HCA-530 works the policy that sets the rules and the economics that explain why the rules produce what they do.
HCA-540HCA-540 reads research from the administrator's chair, where the question is usually whether to spend money on something a study supports.
HCA-545HCA-545 examines how a health organization is put together and why that shape produces the behavior it does.
HCA-610HCA-610 builds the analysis that sits under a health care business decision, where the data is imperfect and the decision happens anyway.
HCA-615HCA-615 pairs two functions health organizations run badly for the same reason: both depend on saying something credible to people who have heard it before.
HCA-616HCA-616 prepares a graduate to enter health care management as a credible professional.
HCA-620HCA-620 writes the plan somebody has to approve, and then tests it the way a committee would.
HCA-650HCA-650 runs an administrative improvement project end to end, where the outcome is operational rather than clinical.
HCA-675HCA-675 asks why health care adopts new things slowly, and what would have to be true for one to spread.
HCA-680HCA-680 leads inside an organization where clinical authority and management authority run separately and do not resolve neatly.
HCA-812HCA-812 works the rules a health organization operates inside, and what compliance costs when it is done properly.
HCA-817HCA-817 develops the writer as a doctoral practitioner, where the gap is usually between what they can do and what they can evidence.
HCA-822HCA-822 works the relationship between a health organization and the population around it, where the organization is usually a large employer as well as a provider.
HCA-827HCA-827 asks what keeps a health organization viable over a decade, financially and otherwise.
HIM-200HIM-200 opens the discipline that looks after the record itself: what belongs in it, who may see it, how long it is kept and what makes it legally sound.
HIM-310HIM-310 examines the classification systems themselves rather than the act of coding in them.
HIM-350HIM-350 assigns diagnosis codes from clinical documentation, where the rule is that the code follows the note rather than the impression.
HIM-355HIM-355 codes what was done rather than what was wrong, which follows different rules and rewards different reading.
HIM-370HIM-370 examines the systems that hold clinical data and what each one was built to do.
HIM-415HIM-415 runs the operations that produce clinical data: abstraction, registries and the quality checks that catch a problem before it reaches a report.
HIM-425HIM-425 leads a technical function whose staff hold credentials the manager may not, which changes what authority rests on.
HIM-430HIM-430 asks who is allowed to decide what a data element means, and what happens when nobody has.
HIM-452HIM-452 works quality from the data side, where the measure is only as good as the record it was calculated from.
HIM-490HIM-490 assembles the program into one piece of work and tests whether it holds together.
HIM-515HIM-515 treats informatics as its own discipline rather than as clinical computing.
HIM-615HIM-615 puts the reader in the buyer's chair for clinical systems.
HIM-650HIM-650 manages clinical data across its whole life, from creation through retention to the day a system is switched off.
ACC-614ACC-614 turns accounting from a set of rules you know into a question you can answer with authority.
ADM-630ADM-630 puts good intentions in front of a balance sheet and a board.
ECS-598ECS-598 is the student teaching placement for early childhood and early childhood special education, so most of what you write is grounded in a classroom you are standing in.
EDU-585EDU-585 is about designing development that working teachers will actually use, which is a harder problem than designing a lesson.
ESG-510ESG-510 treats what an organization knows as something people do, not something a server holds.
MLS-317CMLS-317C is the hematology clinical experience, where a result you report gets used by somebody treating a patient.
MMS-540MMS-540 covers what happens between a referral and an eligibility decision, which is where special education is decided in practice.
TEC-521TEC-521 puts digital tools and new media in front of real students, and it carries field experience, which means part of the record behind your writing is something you have to go out and gather yourself.
UNV-601UNV-601 is the university internship, where the work happens on a site and the record of it happens in writing.
ACC-502ACC-502 is where the MBA stops treating accounting as arithmetic.
ACC-650ACC-650 builds accounting for the people who run the company rather than the people who read about it.
BUS-660BUS-660 builds models that pick something.
ECN-601ECN-601 covers both halves of economics at speed, and the work is graded on mechanism.
FIN-504FIN-504 turns the MBA toward the future, where every figure rests on something assumed.
FIN-650FIN-650 is the finance course where money has a price and the decision has to respect it.
LDR-670LDR-670 is about leading when the decision has to work in more than one country at once.
MGT-605MGT-605 asks you to explain leadership behavior, not to catalog it.
MGT-655MGT-655 is about whether the operation can actually deliver what the business promised.
MGT-660MGT-660 asks the question every framework in the program was built to answer: what will this company do, and what will it refuse to do.
MKT-607MKT-607 treats marketing as a set of choices a company has to defend with evidence.
SYM-506SYM-506 is the course about how much you actually know from a sample.
UNV-504UNV-504 opens the MBA by asking you to argue in writing, not just report.
NUR-324NUR-324 teaches nurses to read research rather than to conduct it, which is the skill practice actually requires.
NUR-502NUR-502 is where nursing theory stops being history and starts doing work.
NUR-504NUR-504 turns nurses into readers of research rather than collectors of citations.
NUR-508NUR-508 asks three questions at once: what is right, what is law, and who pays.
NUR-513NUR-513 is the orientation course for advanced practice, and it sets the tone every later class assumes.
NUR-514NUR-514 pairs leadership with information systems, because in practice they decide each other.
NUR-550NUR-550 asks what evidence is strong enough to move into a population, not just into a paper.
NUR-590NUR-590 is where the MSN evidence-based practice project stops being an idea and becomes a written proposal with a plan behind it.
NUR-600NUR-600 takes the three advanced sciences together on one patient, which is how they actually arrive.
NUR-621NUR-621 puts nursing leadership in front of a balance sheet, a budget variance, and a capital request that has to be argued in dollars.
NUR-630NUR-630 is the quality course, where a vague complaint about care becomes a measured problem with an improvement model behind it.
NUR-631NUR-631 is the physiology half of the advanced practice science sequence, where a mechanism has to explain a patient's actual presentation.
NUR-634NUR-634 turns the interview and the physical exam into a written argument, where every finding you record either supports a diagnosis or rules one out.
NUR-635NUR-635 is the prescribing course, and its written work asks you to justify a drug the way a preceptor would ask at the bedside.
NUR-641EANUR-641EA covers the science at advanced level and then asks how it is taught, since knowing something and being able to teach it are different competencies.
NUR-643EANUR-643EA teaches advanced assessment to nurses who will have to teach it.
NUR-646EANUR-646EA builds a nursing course from outcomes to evaluation and keeps the pieces aligned.
NUR-648EANUR-648EA moves the educator into clinical teaching, where learners are supervised in real care.
MKT-315MKT-315 is the first marketing course, and its real content is that every marketing choice gives something up.
MKT-345MKT-345 examines how purchase decisions actually get made, which is less deliberate than models suggest.
MKT-415MKT-415 builds messages and buys the attention to deliver them, then asks what either achieved.
MKT-433MKT-433 manages a sales force, where the forecast comes from a pipeline nobody wants to write down honestly.
MKT-443MKT-443 works the systems and data behind managing relationships at scale, where most implementations fail for reasons that have nothing to do with software.
MKT-445MKT-445 designs research that answers a decision somebody is about to make.
MKT-462MKT-462 works channels that measure everything, which is a different problem from channels that measure nothing.
MKT-650MKT-650 markets something that cannot be inspected before purchase and is produced while it is consumed.
MKT-660MKT-660 asks which parts of a marketing program should be identical across markets and which cannot be.
MKT-830MKT-830 examines how marketing redefined its own object over a century and what each redefinition assumed.
MKT-832MKT-832 asks what mediation actually changes about consumers and what only looks changed because it became measurable.
MKT-834MKT-834 runs marketing where the measurement is good enough to argue with, which changes what a decision has to survive.
MKT-838MKT-838 works marketing systems whose parts interact strongly enough that outcomes stop being attributable.
NSG-300NSG-300 is the first nursing course, where the vocabulary and the habits get built.
NSG-310NSG-310 asks what makes nursing a profession rather than a job, and holds the answer to evidence.
NSG-318NSG-318 teaches drugs from the nurse's side of the trolley: what to check before giving, what to watch afterward, and what to do when something looks wrong.
NSG-320NSG-320 is the first medical-surgical course, where the pathophysiology has to turn into what you do at the bedside.
NSG-322NSG-322 works mental health nursing where the main instrument is the relationship.
NSG-430NSG-430 takes adult nursing into the acute and complex end, where patients deteriorate and several systems fail together.
NSG-432NSG-432 covers pregnancy, birth and the weeks after, where two patients are cared for at once and most of the work is watching for the small number of things that go badly wrong.
NSG-434NSG-434 nurses children, which is not nursing small adults.
NSG-436NSG-436 puts leadership in front of students who have not led anything yet, and works it from what they have watched.
NSG-440NSG-440 moves the patient from an individual to a group, which changes what counts as evidence and what an intervention can be.
NSG-444NSG-444 covers the move from supervised student to a nurse holding an assignment.
NSG-448NSG-448 asks a pre-licensure student to build an evidence-based proposal for people who hold the authority to act.
PSY-102PSY-102 surveys how psychology studies behavior and why its methods look the way they do.
PSY-352PSY-352 examines how behavior, stress and belief affect physical health.
PSY-357PSY-357 follows development from infancy to late life and asks what the evidence supports at each stage.
PSY-380PSY-380 teaches the statistics psychology actually uses and what each test can support.
PSY-470PSY-470 examines psychological disorder, its classification and the arguments about both.
HLT-362VHLT-362V is where nursing practice meets the arithmetic behind it.
NRS-415NRS-415 asks a working nurse to lead without waiting for a title.
NRS-420NRS-420 is the course where the exam you already perform has to be written down and defended.
NRS-425NRS-425 moves the argument off the bedside and onto a population.
NRS-445NRS-445 is a course about judging research, not admiring it.
NRS-450NRS-450 is the course where software stops being scenery.
NRS-455NRS-455 asks you to explain why the person in the bed looks the way they do.
NRS-460NRS-460 is about the patients who do not fit one diagnosis.
NRS-465NRS-465 is the course where the argument has to survive contact with a real setting.
PHI-413VPHI-413V asks health care professionals to make decisions they can defend out loud.
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