Graduate Courses for Executive MBA Program (EMBA)
Schedule of Classes:
Fall |
Winter |
Spring |
Summer
(Only current and next semester available)
EMBA 610 Introduction to Financial Accounting (2 credits)
Restriction: Must be in Executive MBA program.
Overview of financial accounting, periodic financial statements and the
financial reporting process. Importance of financial statements as
information source for creditors and investors and as a means by which
managers can communicate information about their firms.
EMBA 611 Managerial Accounting (2 credits)
Restriction: Must be in Executive MBA program.
Use of accounting data in corporate planning and control. Cost-volume-
profit analysis, budgeting, pricing decisions and cost data, transfer
pricing, activity-based management, performance measures, and standard
costing.
EMBA 616 Accounting for Senior Management (3 credits)
Restriction: Must be in Executive MBA program.
This course is designed to give senior managers an overview of basic
financial and managerial accounting principles and tools with emphasis
on those principles and tools they can use to support various
managerial decision-making tasks.
EMBA 617 Accounting for Decision Making (4 credits)
Restriction: Must be in Executive MBA program.
An overview of financial accounting including the emphasis on periodic
financial statements, the financial reporting process, the importance
of financial statements as (i) an information source for creditors and
investors and (ii) a means by which managers can communicate
information about their firms. Overview of managerial accounting in
corporate planning and control. Specific facets include cost-volume-
profit analysis, budgeting, pricing decisions and cost data, transfer
pricing, activity-based management, performance measures, and standard
costing.
EMBA 620 Strategic Information Systems (2 credits)
Restriction: Must be in Executive MBA program.
Use of information technology to achieve competitive advantage,
efficient operations, and effective decision making. Analysis of
functions of information technology and its impact on competitive
strategy and organizational operations.
EMBA 621 Strategic and Transformational Information Technology (3 credits)
Restriction: Must be in Executive MBA program.
Use of information technology to achieve competitive advantage, effcient
operations, and effective decision making. Analysis of functions of
information technology and its impact on competitive strategy and
organizational operations.
EMBA 627 Data Analysis and Decision Modeling (4 credits)
Restriction: Must be in Executive MBA program.
Introduces participants to contemporary techniques for arriving at
optimal managerial decisions. It draws on fundamental ideas in the
fields of statistics and operations research, and demonstrates their
application in modern business decision-making.
EMBA 630 Data Models and Decisions (3 credits)
Restriction: Must be in Executive MBA program.
To develop probabilistic and statistical concepts, methods and models
through examples motivated by real-life data from business and to
stress the role that statistics play in the managerial decision making
process.
EMBA 632 Corporate Finance I (2 credits)
Restriction: Must be in Executive MBA program.
This course introduces valuation methods in finance. Executive MBA
students will learn the basic techniques and language of finance, and
will be introduced to some of the responsibilities of the corporate
financial manager. In particular, the following issues will be
addressed: "The objective of creating shareholder value;" "Valuation of
corporate securities, including stocks and bonds;" "The risk-return
relationship and its implications for finance." Financial techniques
for evaluating corporate investments.
EMBA 633 Corporate Finance II (2 credits)
Restriction: Must be in Executive MBA program.
This course builds on the concepts and analytic methods covered in
Corporate Finance I. Executive MBA students will learn about the
structure of financial markets, the financing and payout choices of
large and small corporations, and the role of risk management in the
corporation. In particular, the following issues will be addressed:
"Thedrivers of shareholder value;" "Corporate financing alternatives
and the design of a company's capital structure;" "Coordinating
investment, financing and payout policies;" "Corporate Finance Issues
for Start-up firms;" Key issues in international corporate finance."
EMBA 637 Corporate Finance (4 credits)
Restriction: Must be in Executive MBA program.
Presents key concepts in corporate finance as well as tools used in
making corporate financial decisions. Topics include valuation of
corporate securities, capital investment decision making, capital
market theory, operation and efficiency of financial markets, corporate
financing decisions, and risk management.
EMBA 640 Financial Management (3 credits)
Restriction: Must be in Executive MBA program.
Analysis of major corporate financial decisions using a market-oriented
framework. Topics include capital budgeting, security portfolio theory,
operation and efficiency of financial markets, options pricing,
financing decisions, capital structure, payout policy and international
finance.
EMBA 646 Global Economics and Public Policy (3 credits)
Restriction: Must be in Executive MBA program.
This course is intended to provide the student with a basic
introduction to the microeconomics of the firm. The emphasis will be on
the firm decision making process and how that process influences firm
performance. Firm performance can have many dimensions, although this
course will primarily concern itself with profitability. This course
will examine the market environment of the firm and the role of
government in the global market. Topics to be covered include the basic
microeconomic principles that firms utilize in making business
decisions, including demand, elasticities, costs, productivity, and
pricing. In addition we will examine the industry environment that the
firm faces including the concepts of market structure, market conduct
and market performance.
EMBA 647 Economics and Public Policy (4 credits)
Restriction: Must be in Executive MBA program.
Introduction to the economic concepts essential to business
decision-making. Concepts covered include supply, demand, cost pricing,
competition, monopoly, non-competitive markets, game theory, vertical
integration, regulation, national income accounting, fiscal policy,
monetary policy, balance of payments accounting, exchange rates and
international economics. Primary attention is given to cases.
EMBA 650 Marketing Management (2 credits)
Restriction: Must be in Executive MBA program.
Analysis of marketing problems and evaluation of specific marketing
efforts regarding the organization's products and services, pricing
activities, channel selection, and promotion strategies in both
domestic and international markets.
EMBA 653 Corporate Venturing (1-3 credits)
Restriction: Must be in Executive MBA program.
One of the key questions this course will help answer is why certain
companies are so much better at developing and launching new ventures
from the inside than others. We will investigate what it takes to create
an entrepreneurial and start-up culture in an established organization.
Another critical goal of the class is to help you become a better
Intrapreneur. Similar to Entrepreneurs in start-up companies, the
skills, knowledge, motivation and preseverance of the individual who
champions a new venture are critical success factors.
EMBA 654 Organizational Change (1-3 credits)
Restriction: Must be in Executive MBA program.
This course is designed to assist you in developing the skills necessary
to successfully manage change in a turbulent environment. As part of the
course design, an overview of organizational change management
strategies aimed at improving the organization's ability to cope with
change will be covered. In addition, the course provides students with
the models for understanding the dynamics of organizational change.
Change management skills are among the most important skills that any
professional can possess.
EMBA 656 Leadership and Human Capital (3 credits)
Restriction: Must be in Executive MBA program.
The overall objective of this course is to sensitize participants to
the fact that managers face many dilemmas (such as the need to maintain
control, yet be flexible enough to effectively change as the
competitive environment requires); and therefore, managers need to have
skills that will enable them to effectively manage and lead, and thus
to become leader-managers. How managing versus leading-skills differ
will be emphasized in this course. To raise participants' sensitivity
to managerial dilemmas and the skills needed to effectively manage
these, there will be extensive use of case discussions and video-clips
about challenges faced by companies and their managers, and extensive
opportunities for self-reflective and experiential exercises. The
development of action-plans for implementing a desirable change in
participants' current job-situation will also help participants to hone
the skills needed to be effective change-agents, hence leaders, in
their organization.
EMBA 657 Leadership and Human Capital (4 credits)
Restriction: Must be in Executive MBA program.
Develops competencies critical for executive success including
communication skills (verbal, written, listening), interpersonal
sensitivity, teamwork, analytical thinking, decision-making skills, and
planning and organizing. Topics for discussion include: leadership,
power and influence, empowerment, strategic vision, communication and
negotiation, conflict, staffing, legal issues & requirements with human
capital, training, mentoring, career development, succession planning,
motivation, performance management, goal setting, feedback, coaching,
rewards & incentives, discipline, designing and building effective
teams, and change management.
EMBA 662 Leadership and Teamwork (2 credits)
Restriction: Must be in Executive MBA program.
Course examines concepts of team-building and leadership which are
critical to managerial success. Topics include leadership, decision-
making, communication and conflict, work motivation, building effective
teams, and organizational change and culture.
EMBA 663 Managing Human Capital (2 credits)
Restriction: Must be in Executive MBA program.
Course examines core human resource management principles and
emphasizes skills for maximizing an organization's human capital.
Topics include recruitment, selection, performance feedback and
incentives, termination of poor performers, and managing organizational
change through human resource systems and policies.
EMBA 664 IT Transformation of Organizations, Industries and Markets (2 credits)
Restriction: Must be in Executive MBA program.
Information technology enables the transformation of organizations,
industries and markets. The purpose of this course is to understand the
forces within organizations and industries that combine with the
technology to create these transformations. The course focuses on
general models of transformation as well as case studies of specific
organizations and industries. Teams of students will select an industry
and prepare a report on how technology is now or will transform it, and
examine the implications for how businesses will function in the future.
EMBA 667 Information Systems Management (4 credits)
Restriction: Must be in Executive MBA program.
Introduces the key issues in managing information technology; and
stresses management's role in creating the Netcentric firm. Topics
include IT and its relationship to corporate strategy, technology
itself, the value and return from IT investments, the major functional
applications of technology, and organization transformation with IT.
EMBA 671 Supply Chain Logistics and Operations Management (2 credits)
Restriction: Must be in Executive MBA program.
This course introduces students to the concept of value-driven supply
chains and its integration with operations. The course focuses on the
fundamental principles underlying supply chains, using insights from
both operations management and logistics.
EMBA 674 Marketing Simulation (2 credits)
Prerequisite: Must have completed Marketing Management or Marketing
Strategy coursework. Restriction: Must be in Executive MBA program.
This is a capstone marketing course that is taught primarily through
the simulation MARKSTRAT. As we go through the simulation we will
discuss marketing strategies designed to manage products in selected
market segments. Topics covered include competitor analysis, buyer
analysis, market segments, and product strengths and weaknesses;
product related issues are identified and marketing strategies
developed, assessed and implemented. The material is then complemented
with the MARKSTRAT simulation. The prerequisite for this course is
Marketing Management or Marketing Strategy.
EMBA 677 Business and Product Marketing Strategy (4 credits)
Restriction: Must be in Executive MBA program.
Analysis of marketing problems and the design and evaluation of
business-level marketing strategies that encompass the organization's
products and services, pricing activities, channel selection, and
promotion strategies. Theories, concepts and tools synthesized via a
computer-based marketing strategy simulation game. Stresses marketing
strategy development and implementation activities.
EMBA 678 Ethical Leadership (1-3 credits)
Restriction: Must be in Executive MBA program. Repeatable to 3 credits
if content differs.
This course will explore the following topics; Recognize the scope of
managerial agency and the economic, legal and ethical responsibilities
to various stakeholders, Conduct elementary ethical analyses of
managerial situations using the principal schools of ethical reasoning,
Identify the economic and ethical properties of a market mechanism, and
the means for addressing the limitations of a market, and Recognize
ethical leadership as the exercise of managerial agency in changing
existing values and practices.
EMBA 681 Managerial Economics and Public Policy (2 credits)
Restriction: Must be in Executive MBA program.
Basic microeconomic principles used by firms, including supply and
demand, elasticities, costs, productivity, pricing, marketing structure
and competitive implications of alternative market structures. Market
failures and government intervention. Public policy processes affecting
business operations.
EMBA 683 The Global Economic Environment (2 credits)
Restriction: Must be in Executive MBA program.
Relationship between national and international economic environments.
Determinants of output, interest rates, prices and exchange rates.
Analysis of effect of economic policies (fiscal, monetary, trade, tax)
on the firm and the economy.
EMBA 684 Global Strategy (2 credits)
Restriction: Must be in Executive MBA program.
This course focuses on the strategic and organizational challenges
facing the multinational firm. The types of questions that we address
are: Why do firms go abroad? What differentiates a "global" from a
"multidomestic" industry? What are the sources of competitive advantage
in a global context? How does a multinational company play the global
chess game? Why and when do/should companies engage in cross-border
strategic alliances? What are the associated risks and how to guard
against them? What potential roles can foreign subsidiaries play in an
MNC's global strategy? How do companies choose an optimal global
structure? How do companies ensure coordination between the center and
the subsidiaries and among subsidiaries? How do companies manage
strategic change from one type of global strategy to another?
EMBA 685 Competitive Strategy (2 credits)
Restriction: Must be in Executive MBA program.
This course will focus on the fundamental strategic questions that all
general managers, and other members of any company's leadership team,
face: How to analyze the structure and evolutionary path of the
industry that you are in, how to decide what businesses to stay in,
newly enter, or exit, and how to compete in each of the businesses that
you choose to be in. With the goal of understanding the key concepts
and logic that should guide managers in making these decisions wisely,
we will focus on the following more specific topics: what is strategy,
analyzing industry structure and industry dynamics, dynamics of
competition and creation of competitive advantage, the logic of
strategic alliances, and new business creation.
EMBA 686 Competition, Strategy and Globalization (3 credits)
Restriction: Must be in Executive MBA program.
This course will focus on the fundamental strategic questions that
general managers and other members of any company's leadership team
face in today's dynamic and global environment: (a) how to analyze the
global structure and the evolutionary path of the industry that you
compete in,(b) how to decide what businesses to stay in, to newly
enter, or to exit,(c) how to create sustainable competitive advantage,
(d) how to design global expansion strategies, and (e) how to convert
global competitive advantage.
EMBA 687 Strategy and Globalization (4 credits)
Restriction: Must be in Executive MBA program.
Focuses on strategy formulation and implementation in domestic and
global settings. Topics include: Industry and competitor analysis,
industry and firm value chain, coherence in overall and functional
strategies, developing global strategies, leadership, goal setting,
organizational structure, and culture. Course utilizes case studies
from a variety of settings and emphasizes the evaluation and selection
of strategic choices.
EMBA 688 Strategic Management (1 credits)
Restriction: Must be in Executive MBA program. Repeatable to 3 credits
if content differs.
This course aims to give you the tools, frameworks, and ideas necessary
to develop business units and corporate strategies for your
oraganizations that fit, both in the short run and long run. As noted
above, this requires that we appreciate how best to analyze and identify
profit opportunities and threats in different industies and competitive
environments; how best to analyze and identify your organization's
valuable assets, resources and capabilities and how they might be
protected, leveraged, and extended inthe market; how to organize your
firm to be best prepared to adapt its strategy over time as the market
environment changes; how to use organic growth as well as mergers,
acquisitions, joint ventures, alliances, and divestitures to ensure that
your organization around its strategy to maximize the probability of
successful strategy implementation.
EMBA 690 Strategic Management (2 credits)
Restriction: Must be in Executive MBA program.
Integrative strategic management focusing on strategy formulation and
implementation in domestic and global settings. Industry and competitor
analysis, industry and firm value chain, leadership, goal setting,
organizational structure and culture. Case study approach to top
management and organizational problems.
EMBA 693 Supply Chain (2 credits)
Restriction: Must be in Executive MBA program.
The age of the real-time supply chain has finally arrived. Companies
can now connect instantaneously with suppliers, distributors,
manufacturers, customers, and alliance partners around the world.
On-line access to up-to-the minute information enables companies to
improve communication and project management across the entire supply
chain, promote collaboration across departments, and enhance customer
service and financial operations. The results are stunning; for
example, a recent survey reports dramatic increases in revenues and
customer retention and decreases in operating costs and product cycle
times. As competition heats up from every direction, the ability to
design and manage your supply chain with precision and speed becomes a
business imperative. This course offers a practical blueprint for
building, implementing, and sustaining supply chains in today's rapidly
changing environment.
EMBA 694 Operations Management (2 credits)
Restriction: Must be in Executive MBA program.
A firm has the opportunity to create competitive advantage through
proficient management of its operations. To do so, the firm must first
recognize and establish the strategic role of its operations within the
organization. Then, at the more detailed operational level, the firm
must execute effectively and efficiently. This course examines the
strategic role that the operations function can play, and offers
specific tools and techniques that the firm can use for strategy
execution. We cover concepts of operations managment applied to both
manufacturing and services, including operations strategy, analysis of
process flows and bottlenecks, waiting line models, total quality
management, six sigma, and revenue management.
EMBA 697 Supply Chain Management (4 credits)
Restriction: Must be in Executive MBA program.
Introduces students to the concept of value-driven supply chains and
its integration with operations. It illustrates the design and
management of effective supply chains, based on the principles developed
and the current practices of firms, illustrated with case studies.
EMBA 711 Financial Planning and Control Systems (2 credits)
Restriction: Must be in Executive MBA program.
The role accounting plays in planning and controlling issues within
organizations. It takes a high-level view of planning and control and
will encourage you to take a very broad view of the topic.
EMBA 724 International Financial Management (3 credits)
Prerequisite: EMBA640. Restriction: Must be in Executive MBA program.
The role of financial management in the multinational firm. The
financing and managing of foreign investments, assets, currencies,
imports and exports. National and international financial institutions
and markets.
EMBA 732 Supply Chain Management (3 credits)
Restriction: Must be in Executive MBA program.
This course allows students to experience the real-time world of a glo
bal supply chain manager through a simulation experience, the Global
Supply Chain game. Additionally, it covers the following topics: supply
chain leadership; multi-channeled demand and supply management; and
supply chains as a system. Additionally, this course discusses the
architecture, software, and technology of the real-time supply chains.
It provides an analysis of the process improvements and steps required
for firms to re-engineer their supply chains in order to reach the new
model. As part of this re-engineering process, there is a discussion of
agile manufacturing as well as the role of third party logistics
providers. A final section is devoted to the globalization of supply
chains.
EMBA 751 Implementing Strategy (3 credits)
Restriction: Must be in Executive MBA program.
Organizational dynamics of competitive advantage. Impact of alternative
organizational structures, planning and control systems, human resource
management practices, and executive leadership styles on the
implementation of archetypically different strategies.
EMBA 757 Marketing Strategy (3 credits)
Restriction: Must be in Executive MBA program.
A capstone marketing course. Marketing strategies designed to manage
products in selected market segments. Topics covered include competitor
analysis, buyer analysis, market segments, and product strengths and
weaknesses; product related issues are identified and marketing
strategies developed, assessed and implemented.
EMBA 758 Special Topics (2-3 credits)
Restriction: Must be in Executive MBA program. Repeatable to 12 credits
if content differs.
Selected advanced topics in the various fields of graduate study in
business.
EMBA 759 Independent Study (1-6 credits)
Restriction: Must be in Executive MBA program. Repeatable to 12 credits
if content differs.
Independent study for Masters students in Business.
EMBA 775 Pricing and Revenue Management (1-3 credits)
Restriction: Must be in Executive MBA program.
Specialized course on pricing and revenue management (PRM) that provides
students with tools and principles, drawn from several disciplines
(Operations, Microeconomics, Decision Modeling, Statistics, Marketing,
IS) to make effective pricing decisions. Topics covered include
economics of pricing, strategy and tactics of PRM, pricing optimization,
differentiated pricing, dynamic pricing, mark-down pricing, legal and
ethical issues in models/methods used in making effective PRM decisions
and managerial or organizational factors that hold the key to success
inexecution of PRM.
EMBA 778 Special Topics (2-3 credits)
Selected advanced topics in the various fields of graduate study in
business.
EMBA 788 Executive Skills Mastery (1-2 credits)
Two hours of lecture per week. Repeatable to 12 credits if content
differs. Formerly: BMGT788A.
This course is designed to focus on the development of the specific set
of skills that executives need to successfully perform in today's
organizational environment. Students complete assessments which help to
target their specific skill level and in the aggregate give instructors
clear ideas on the needs of the cohort. The assessments also augment
executive coaching, when provided. This is typically registered as a one
credit course except when a particular program's cirriculum allocates
enough contact hours to all course topics to be covered at a more
advanced level.
EMBA 789 Leadership Mastery (1-2 credits)
Two hours of lecture per week. Repeatable to 12 credits if content
differs. Formerly: BMGT788B.
This course addresses organizational challenges from the CEO or C-level
perspective. At this level, the ability to engage ambiguity and chaos
effectively is essential. Creating strategy while using a systems
approach and understanding how each functional area interacts with the
other (with both the short-term and long-term in mind) are of very high
importance. The course covers topics that consume the days of senior
level leaders in organizations. This is typically registered as a one
credit course except when a particular program's cirriculum allocates
enough contact hours to all course topics to be covered at a more
advanced level.
EMBA 790 Management of Technology (3 credits)
Restriction: Must be in Executive MBA program.
Students are introduced to a variety of strategic and operational
issues that arise when managing in the presence of technological
innovation, and provides techniques to approach these issues. Topics
include the formulation of innovation strategies, technology diffusion
and forecasting, the process of developing new products and services,
productivity measurement, and the implementation of process
technologies aimed at improving productivity (manufacturing and
services).
EMBA 798 Action Learning Project (1-2 credits)
Repeatable to 9 credits if content differs.
This course is designed to give the student the opportunity to work on a
real-time, salient business challenge or issue for the sponsoring
organization. This is often the student's employer. Students are
encouraged to design projects which extend beyond a single functional
area and require them to examine the interaction of multiple functional
areas from a systems perspective. Students work in teams for the
projects. This allows them to learn from one another, as well as to
learn how to work more effectively in teams - especially in a largely
virtual environment. This is typically a two credit course when projects
are initiated and completed entirely within a single term. It may be a
one credit course when projects extend over more than one term.
