EMBA in Global Leadership Curriculum (45 credits)
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EMBA in Global Leadership Curriculum (45 credits)
Level A - Foundation Courses (30 credits):
Orientation
Course Description
EMBA 7000 The purpose of this course is to provide
students with an overview of the online
collaborative learning environment and
course delivery methods.
Leadership Theory and Practice (3 cr.)
Course Description
This course gives students the foundational
knowledge they need to critically assess
leadership concepts and their utility.
Students survey the leadership theories of
key thinkers and practitioners in the field,
EMBA 7005 learning about the empirical, theoretical
and pragmatic strengths and limitations of
each approach. Through case studies and
exercises, students develop an
understanding of organizational leadership.
They will also learn a comprehensive set of
leadership practices that will have
immediate value for application at work.
Financial and Managerial Accounting (3 cr.)
Course Description
This course offers a comprehensive,
graduate level exploration of managerial
accounting. The course utilizes case studies
and audit reports to focus on the use of
appropriate accounting systems and the
EMBA 7010 application of accounting data in the
management of an organization. In
conjunction, what accounting data are
interesting or relevant-to-task, and how
such data might be used is dependent
upon what the manager is seeking to
accomplish and what other information
may or may not be available.Managerial Finance (3 cr.)
Course Description
All managers are required to possess a
basic understanding of financial concepts.
This course explores the principle role of
finance via its concepts, calculative
applications, and capital market analyses.
In addition, the basic concepts of the time-
value of money, rates of return, and
valuation are covered. Students will learn
how capital markets function, what
EMBA 7015 different securities exist, and how to
manage cash flow. Credit, risk, working
capital, and analysis of financial statements
receive particular attention. Cases are used
throughout the course to provide students
with hands-on experience in the use of
financial tools. Unlike other finance
courses, this consists of half concept and
half mathematics. Besides providing basic
math skills, this course should provide
students with an excellent introduction to
financial management concepts.
The Global Economic Environment (3 cr.)
Course Description
Systematic understanding of the internal
and external economic environments of an
organization, and the ability to analyze
them as a basis for sound decisions, are
core pre-requisites of sound leadership.
EMBA 7020 This course reviews basic macro and
micro-economic concepts (e.g. supply and
demand, elasticity, production function,
competitive environments, pricing, etc.),
and illustrates their impact on decision
making and strategy formulation. Students
will learn how to think through economic
challenges and opportunities presented to
their organization.
Governance, Strategy and Structure (3 cr.)
Course Description
This course examines an organization's
top-level constitution and processes, i.e.,
EMBA 7025 how its Board of Directors is selected by,
and interacts with, its owners; how the
Board appoints, and interacts with, the
senior management team; how the Board
and senior management team jointly
determine the strategic direction of theorganization; and finally, how the
organization itself may be structured to
most effectively and efficiently accomplish
the strategic directive.
Leadership Values and Ethics (3 cr.)
Course Description
Organizational leaders convey values and
ethics that affect public trust, stakeholder
trust, and trust within the organizational
team. This course teaches students how to
enhance this value-laden ethical capital.
Classic moral philosophies are reviewed,
EMBA 7030 and we explore their application to cases in
community relations, environmentalism,
marketing, operations, accounting,
information technology and human
resource management. Learners will gain
an enhanced understanding for and respect
of the different managerial values of their
colleagues, and concepts for analyzing
ethical issues.
Strategic Marketing Planning (3 cr.)
Course Description
This course focuses on the strategic
marketing planning process from the
perspective of two key roles in the
organization, i.e., the Chief Marketing
Officer (CMO) and the Brand (or Product)
Manager. Leaning heavily on external and
EMBA 7035 internal analyses and the CEO's strategic
guidance, we examine how these
managers refine the company's long-term
go-to-market strategy, at both the
corporate level and the product level. We
also briefly examine which leading edge
digital applications are most useful with
respect to intelligence gathering, analysis,
decision-making and/or implementation.
Strategic Operations Planning (3 cr.)
Course Description
This course focuses on the operational
planning process from the perspective of
EMBA 7040 the Chief Operating Officer (COO). Leaning
heavily on external and internal analyses
and the CEO's strategic guidance, we
examine how the COO develops the
company's long-term operations strategy,
comprising decisions about supply-chainlogistics, production, customer service,
quality assurance (QA), distribution and
field support. We also briefly examine
which leading edge digital applications are
most useful with respect to intelligence
gathering, analysis, decision-making
and/or implementation.
Strategic Human Resources Planning (3 cr.)
Course Description
In today's global context the rate of
change is accelerating, and personnel have
to be world-ready, and organizations have
to be change-ready. This course examines
the human resource recruiting and
development function and the
organizational design function within a
EMBA 7045 global and organizational lifecycle
perspective, emphasizing how personnel
and designs must change as projects and
divisions evolve. This dynamic approach to
organizational development prepares
students to diagnose mismatches between
existing personnel and designs versus
changing demands, and to develop
personnel and designs to accommodate
new realities.
Strategic Information Systems Planning (3 cr.)
Course Description
In today's 24/7 global operating
environment, the possession of sufficient
and correct information about the relevant
external and internal environments,
obtained and circulated to the right
EMBA 7050 decision-makers in a timely fashion, can
spell the difference between success and
failure. This course introduces the main
concepts of management information
systems (MIS), examines how the design
of MIS can affect the performance of an
organization, and explores the process of
Information systems planning from the
perspective of the CIO.Level B - Specialty Track (15 credits):
Trends in Global Strategy (3 cr.)
Course Description
This course makes use of cases, lectures
and assignments to help students identify
and understand the operating and
competitive environment of an
organization, to use this information to
EMBA 8010 define its strategy and market positioning,
and to implement by reorganizing its
resources, its competitive ability, and its
operating efficiency. We'll also examine
issues related to the collaborative
management of relationships with global
alliance partners that become essential for
implementing a successful global strategy.
Leading Effective Global Teams (3 cr.)
Course Description
Managerial roles and responsibilities are
becoming increasingly global in nature. In
many companies, the ability to manage in
a global environment has become an
important criteria (if not the most
important criterion) for both promotion to
top management levels and concomitant
business success in the corporate world.
EMBA 8011 This course begins with an orientation on
global management, and ends with
perspectives on career pursuits for global
managers. In between, the course will
focus on important conditional topics like
the understanding of cultural differences,
cross-cultural ethics, business
communication in a global context, skills
for avoidance/dealing with conflict, and
personnel negotiations; topics relevant to
the key subject of “global collaborative
teams.”Plus one elective:
Strategic Sustainability Planning (3 cr.)
Course Description
This contemporary topic of study lends an
important level of understanding the
challenges; and, in developing the strategy
skills that are important for business
leaders and managers facing the pressures
to meet higher accountability levels of
responsibilities regarding social, economic,
and environmental sustainability in their
operational policies and practices. 1. This
EMBA 8000 course will provide students with the
opportunity to assemble "briefing
materials" that can make the case for
sustainability in a business organizational
perspective. 2. This course will strengthen
skills in the management of strategic
program planning processes. 3. This course
will contribute to an objective
understanding of contemporary needs and
responsive methodologies that
stakeholders in business communities must
consider within the context of their
corporate responsibilities.
Global Trading Blocs (3 cr.)
EMBA 8012 Course Description
TBA
International Market Entry (3 cr.)
EMBA 8013 Course Description
TBA
Plus:
Integration Project (6 cr.)
Course Description
The Integration Report is a capstone
course undertaken by either an individual
student or team of students. Under the
EMBA 8999 supervision of faculty members, individuals
or teams (of 3 or 4 students) will approach
and establish a formal project relationship
with an existing business organization to:
1) identify a global or corporate new
venture management issue that the
organization is interested in havinganalytically studied and summarized; 2) design and execute a study which involves the integration and synthesis of relevant knowledge acquired in the MBA program; 3) draft a report presenting their analysis and conclusions; and 4) present its final report to the participating business organization. Feedback from the client organization will be incorporated into the students' final grades.
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