Credit Hour(s): 3.0
Introduction to Executive Management. Prerequisite: Consent of director of EMBA program. This course provides an introduction to executive management education. The role of general management, in which the executives have responsibilities for a broad spectrum of tasks, is established. Six themes that transcend any one course and continue through the entire program are identified and introduced. The themes are oral communications, written communications, quantitative analysis, computer skills, interpersonal skills, and an international perspective. Basic skills in accounting and mathematics are covered.
Credit Hour(s): 3.0
Cross-Cultural Business Practices. Prerequisite: Consent of director of EMBA program. This course is directed toward understanding the changing demographics of the workplace in the United States and the impact culture has on how business is conducted both in the U.S. and in other countries. Emphasis is placed on the awareness of the cultural differences and the recognition of their impact on business norms and practices.
Credit Hour(s): 1.5
Fundamentals of Accounting. Prerequisite: Consent of director of EMBA program. This course covers the fundamentals of accounting principles. Specifically included are accounting concepts, principles, traditions, and terminology, the accounting model, introduction to the financial statements (balance sheet, income statement, and statement of cash flows), and the bookkeeping process from analysis of transactions through adjustments to the preparation of a balance sheet and income statement.
Credit Hour(s): 3.5
Financial & Cost Accounting. Prerequisite. This course introduces financial accounting concepts and principles along with elements of financial analytical methods. It is designed to lay a foundation for the Executive MBA curriculum, especially subsequent accounting and finance courses. This course is also a study of the major accounting methods used for costing products, services, programs, projects, departments, and other operational units and cost objects. The primary emphasis is on developing the needed understanding, insights, and skills to correctly use such data in making various kinds of managerial decisions.
Credit Hour(s): 1.5
Organizational Behavior for Executives. Prerequisite: Consent of director of EMBA program. Designed for the experienced manager, this course is an extensive study of human behavior in the workplace. Among the topics addressed are theories considered critical to the understanding of workplace motivation, communication, leadership, rewards and sanctions, team building, workplace stress, and organization structuring and design. Particular attention is paid to managing persons in complex environments (including the rapidly changing nature of jobs and work and work in international/multicultural settings).
Credit Hour(s): 1.5
Decision Support Tools for Improved Problem Solving. Prerequisite: Consent of director of EMBA program. This course focuses on the art and science of building computer-based decision tools. Topics include defining and coding the model, validation approaches, using computer- based models to evaluate alternatives, model improvement techniques, and implementation issues. Students apply these topics to statistical, optimization, and simulation models. The topics are integrated through the use of a management simulation game. Students build their own computer-based tools and use preexisting models within the gaming environment.
Credit Hour(s): 2.5
Legal and Ethical Environment of Business. Prerequisite: Consent of director of EMBA program. This course provides the EMBA student with a study of the interrelationship of law, ethics and business. The course covers the American legal system and ethical responsibilities of business. The course equips the student to recognize legal and ethical issues and to manage legal risks in business decision making.
Credit Hour(s): 1.5
Regulatory Environment of Business. Prerequisite: Consent of director of EMBA program. This course provides the EMBA student with a study of the role of government in regulating business. The course covers specific business applications of federal regulation and investigatory power, regulation of employment, intellectual property, administrative law, securities regulation, antitrust regulation, and international business and trade.
Credit Hour(s): 1.5
Strategic Marketing Management. Prerequisite: Consent of director of EMBA program. The purpose of this course is to provide students with an understanding of the current and future problems faced by the marketing manager. Emphasis is placed on the practical applications of the theories developed in marketing and related literature. More specifically, the marketing mix, including product, price, promotion, and place, is discussed in relation to the environmental characteristics, including competition, technology, governmental regulation, and recent megatrends. Special attention is also given to market opportunity analysis, marketing tactics, marketing strategy and decision making, and evaluation.
Credit Hour(s): 1.5
Strategic Marketing Simulation. Prerequisite: Consent of director of EMBA program. Strategic Marketing Simulation immerses students in a sequence of complex decisions that senior managers must make as they choose `where? and `how? to compete in a simulated industry. A number of issues are involved in the simulation including: 1) how to create and capture value; 2 where to compete (segmentation and target marketing); 3) developing competitive advantages; and, 4) choosing when to take offensive and defensive positions in a market. These decisions are reflected in the strategic market planning process and the simulation requires each team to align their firm?s skills and resources with their value proposition. In other words, they must develop and execute a profitable strategy.
Credit Hour(s): 1.5
Project and Systems Management. Prerequisite: Consent of director of EMBA program. This course is directed toward the recognition and use of the operations function as a competitive weapon in the marketplace with a special emphasis on the strategic importance of project management and systems thinking. Specific topics include strategic analysis of the operations function from a systems perspective, performance measurement and productivity concepts, project management, and the use of systems thinking tools in managing operations.
Credit Hour(s): 1.5
Operations and Quality Management. Prerequisite: Consent of director of EMBA program. This course is directed toward the management and control of operating systems with an emphasis on supply chain management. Specific topics include matching operating decisions to a firm's strategy; design of operations control systems; unique operations considerations in the services, design, selection and improvement of processes; capacity planning; quality management; and the management of inventories.
Credit Hour(s): 1.0 TO 3.0
Directed Readings in the Executive MBA Program. Prerequisite: consent of director of EMBA program, good academic standing.
Credit Hour(s): 2.0
Managerial Economics. Prerequisite: Consent of director of EMBA program. This course uses the basic tools of microeconomics and macroeconomics to analyze management decisions and the competitive strategies of firms in a market economy. Microeconomic concepts of supply and demand, production, cost, and market structure are combined with the macroeconomic issues of aggregate demand and supply and national income determination to develop an analysis of the overall economic environment in which firms operate.
Credit Hour(s): 3.0
Asset Valuation, Analysis and Selection. Prerequisite: Consent of director of EMBA program. This course considers conceptual and policy issues associated with the financial management of the non-financial firm. Students develop skills in financial analysis and interpretation and examine the various economic profit-based metrics used by financial executives. The dominant paradigms of risk and return are considered, and techniques for the valuation of both financial and real assets are analyzed. Included are capital budgeting techniques for making optimal asset and financing decisions as used in project financing and the setting of hurdle rates and the use of simulation in the conduct of risk management. Financial management practices in other countries are considered. Case analysis is employed, and personal computers are used as a supporting tool.
Credit Hour(s): 3.0
Corporate Financial Policy. Prerequisite: consent of director of EMBA program. This course focus on the determination and evaluation of the corporate capital strategies. Topics considered include financial structure, leasing, cost of capital, dividend policy, and valuation. The financial topics are combined with the investment strategies to yield a synthetic view of financing-investment interactions and their impact on firm value. The related topics of mergers, acquisitions, and leveraged buy outs are addressed. Case analysis in the classroom will draw upon the background readings in the professional and academic literature and from the lectures. Personal computers are used as a supporting technique.
Credit Hour(s): 1.5
Digital Enablement. Prerequisite: Consent of director of EMBA program. CSP: 1, 2, 3, 4, 5, 6. This course examines the basic components of information technology and how emerging technology has lead to the development of diverse and important business applications. The course provides the student with an understanding of the various kinds of technology and their role in developing an information technology infrastructure. Topics include the basic components of information technology, telecommunications, and electronic commerce. The first half of the course is a comprehensive overview of the various kinds of information technologies. This is then augmented with strategies for successful systems development and implementation. Together these components provide the manager with the skills to properly manage the acquisition technologies within the firm.
Credit Hour(s): 1.5
Information Systems Structure and Strategies. Prerequisite: Consent of director of EMBA program. CSP: 1, 2, 3, 4, 5, 6. This course is an examination of the strategic impact of computer-based information systems on organizations. This course prepares students for understanding and exploiting the interdependency between business strategy and information technology (IT). Two primary areas are examined. The alignment of information technology with corporate strategy is discussed. Then the role that information technology plays in organizational structure and managerial functions, outsourcing decisions, and business process reengineering is examined.
Credit Hour(s): 4.5
International Management Practices. Prerequisite: Consent of director of EMBA program. This course entails the overseas visit to directly observe the practices and concepts of business in foreign countries. The students visit a series of businesses in one or more countries, both U.S. companies doing business in the countries and country-national companies. In addition, discussions are organized between the students and members of the governments in the countries, U.S. business people in the countries, and American Chambers of Commerce in the countries. Time is allowed for students to become familiar with the cultural aspects of the countries visited.
Credit Hour(s): 1.5
Firms, Markets, Context. This course introduces several core concepts that are relevant to inquiry in almost every business discipline and useful in every course in this curriculum. These ideas are also central to your development as a leader in a global economy. The primary purpose of this course if to imbue in each student an interdisciplinary conceptual framework for thought and analysis in the first year of MBA study. Students should be able to identify, describe and discuss within theoretical frameworks the following concepts as they appear in everyday market interactions. 1.The Theory of the Firm 2.The Concept of Strategy 3.Firm Level Competitive Advantage 4. Industry Analysis
Credit Hour(s): 2.0
Resource Based Management. This course is designed to build on the EMBA 8700 Firms, Markets and Context. There are three goals in this module. First, the course expands on the material from EMBA 8700 by looking at the basis of resource based competitive advantage. Second, the course developes how resource-based competitive advantage anchors strategic action in innovation strategy, technology strategy and corporate diversification strategy. Third, the course looks at the role of the CEO in creating value in these environments.
Credit Hour(s): 1.5
Strategic Implementation and Execution. Prerequisites: Consent of director of EMBA program. This course is a study of the major financial information processes used for tracking and reporting internal operations and their impact on the execution of corporate strategy. In addition, the course deals with how in practice the generated reports are used for evaluating performance and controlling operations. Key topics of the course include responsibility accounting, performance indicators, and the behavior patterns stimulated by such reporting and budgeting systems. The primary emphasis is on developing the understanding, insights, and skills needed to effectively use such financial reports and other available information to appropriately evaluate managers? performance and control operations.
Credit Hour(s): 3.0
Strategic Planning and Policy Formulation. Prerequisite: Consent of director of EMBA program. This course is designed to give the student the opportunity to develop conceptual skills needed by higher-level managers. Emphasis is given to the integration of subject matter from the other courses in the EMBA program. Subject matter stressed includes the development of organizational strategy, decision making within the framework of a strategy, the planning process, the formulation of objectives and policies, and the management of change.
Credit Hour(s): 3.0
Executive Leadership and the Senior Management Team. Course members become immersed in the leadership challenges associated with management of an enterprise at the corporate, business unit, and line of business levels, including those challenges encountered in multinational corporations. Focusing on the responsibilities of both the general manager and the senior management team, individuals encounter challenging settings where executives have responsibility for the enterprise?s overall performance rather than just a single business function. Leadership of the strategy process, facilitating organization building, and assurance of effective enterprise performance are unifying themes throughout the course.
Credit Hour(s): 1.5
Corporate Responsibility. Prerequisite: Consent of director of EMBA program. This intensive course introduces executives to the roles that executives play in defining, leading, managing, and responding to the responsibilities of the corporation. Organized around the ten principles of the United Nation?s Global Compact, the course uses simulations, interactive case-studies with the corporate executives who lived them, and ethical reflection exercises to teach executives to assess and respond to the social, ethical and environmental issues confronting global enterprises and lead effective corporate policies and responses. Special attention is paid to building the four components of ethical behavior, namely, ethical sensitivity, judgment, motivation, and implementation.
Credit Hour(s): 2.0
Leading the Enterprise. Prerequisite: Consent of director of EMBA program. Individuals become immersed in the role of executive leaders who are accountable for delivering measurable, successful performance within globally competitive organizations. Assuming various CxO roles, they are charged with responsibility for recognizing and capitalizing on opportunities and responding to ever?changing strategic and operational circumstances, all while seeking to enhance the value and position of the enterprise (whether public, private, or not?for?profit.) This course integrates strategic, operational, and financial practices in the context of executive and general manager leadership.