EMBA Program Curriculum

Executive Master's of Business Administration (EMBA)

Semester 1

EMB 600 : Decision Analysis
It is imperative that managers in an organization recognize the potential of quantitative models, information systems and technologies to support, shape and define business. Topics include optimization techniques such as linear and non-linear programming, modeling, risk simulation decision analysis, time series analysis, regression and correlation analysis; and leveraging information systems for the design and implementation of business models of an organization and understanding how information technology can enhance the quality and efficiency of decisions made at all levels of the organization. The goals of this course are: (1) to present methods, concepts, techniques and ideas of decision analysis at a level appropriate for executives, and (2) to prepare leaders in managing the use of information, systems and technology to make better decisions and more effectively manage organizations, thereby enabling them to compete more effectively.

EMB 601. Leadership and System Thinking.
This course is designed with two goals in mind. First, the course to examines the analytic framework and tools needed to analyze, manage, and lead the organization of the future. Features of the "new organization" are: flat, networked, flexible, diverse, and global. This form of organization is contrasted with its traditional predecessor, and forces are identified that help or hinder movement from the old form to the new. Certain skills that the manager will need for the new organization are investigated and practiced (e.g., the ability to work in teams or the ability to negotiate in instances of conflict).

Second, this course introduces students to system dynamics modeling for the analysis of policy and strategy in social systems. Students learn to visualize an organization in terms of the structures and policies that create dynamics and regulate performance.

EMB 605: Business Environment
This course covers the constraints that shape business decisions. The major environmental forces with which executives must contend include: 1) government regulation; 2) socio-cultural trends; 3) labor unions, special interest groups, and other stakeholders; 4) macroeconomic forces involving international competition, money supply, and government fiscal policy; and 5) ethics and values. Possible applications include working toward a sustainable environment, understanding diversity with a global perspectives, and coping with urban sprawl.

Semester 2

EMB 610: Creating Value
The focus here is on understanding corporate financial policies and practices. The underlying theme is enhancing shareholder value as measured by economic value added. Such issues as capital structure, cost of capital, diversification, risk, capital budgeting, financial policy, and those non-financial will be examined from the perspective of how these contribute to corporate value. Investment decisions will be examined from a variety of perspectives including cash flow, present value, and rate of return.

EMB 615: Global Business Environment
The goal of this course is to prepare executives for the acquisition of funds on favorable terms and the efficient allocation of funds among various assets on a global basis. Topics include theories of international trade and investment, exchange rate determination, and export and import decisions. In addition, this course will discuss how global enterprises operate and manage each function such as marketing, management, and accounting under different business environments and how they develop strategies under ever-changing global business environments. To achieve the above course objective, this course will put emphasis on shareholder value and corporate governance, global strategy, corporate finance practice, and the importance of international marketing and management.

Semester 3

EMB 620: Global Supply Chain Management
This course is about managing the flow of products from origin through transformation (i.e. procurement, production and distribution) to delivery to the ultimate user. The supply chain management process is directly linked to e-commerce, as it is the biggest commercial user of internet services. The course is designed to be strategic in orientation, emphasizing the framework of the supply chain and the context of management decisions. It also emphasizes quantitative methods in supply chain managements. Topics include make or buy decisions, selection and evaluation of suppliers, inventory management, resource planning for production, selection of distribution channels, and managing relationships up and down the supply chain.

EMB 625: End to End Product Development
This course focuses on the challenges of successfully developing and introducing 'new-to-the-world' or very complex products. Topics include: 1) identification and evaluation of market opportunities; 2) cross-functional teamwork necessary for successful product design; 3) insuring that the new product meets customer needs; 4) go-no go decisions among competing product designs; 5) critical success factors with respect to product launch; 6) distinctive challenges at each phase of the product life-cycle.

Semester 4

EMB 630: Turnaround Management
This course will explore the concepts, theories and recent cases of organizational decline, distress, insolvency and bankruptcy, and examine recent past and contemporary product-based, financial, marketing, alliance-based and joint- venture-based turnaround strategies under each of the four stages of organizational sickness. Other specific topics covered will include: crises management; psychology and leadership of turnaround management; Bankruptcy Law under Chapter 7 and Chapter 11 provisions; mergers, acquisitions, and takeovers as turnaround strategies; organizational downsizing, relocation, restructuring and reengineering as turnaround options; shareholder value creation, innovation, creating new market spaces, and global outreach as turnaround strategies.

EMB 635: New Business Ventures
This course addresses issues associated with the formation of a new business entity. The classic case is the founding of a small startup. Other examples of a new venture would include: 1) a spin-off of an existing business unit; 2) a management buyout; 3) skunk works and other instances of 'entrepreneurship'; and 4) mergers and acquisitions. The focus is on making strategic decisions with respect to a new business venture, including go-no go decisions, identification of opportunities, organizational design decisions, decisions about what kind of capital to seek, and decisions about hiring management for new ventures.

Foundation Courses (If Required)

EMB 550: Quantitative Methods 
Algebra, probability and statistics required for business decisions.

EMB 555: Financial Accounting
Income statements, balance sheets, and how to read them

EMB 560: Managerial Economics
Analysis of economics of firm decisions

EMB 565: Financial Management
Financial criteria for evaluating investments and projects