MODULES
Module I - 2 hours (Course 5201)
Assessing Leadership Style, Behavior, and Results
One of the EMBA program anchors is leadership, in particular, the concept of "strength-based leadership". Essentially, this is a concept that recognizes that there are many different aspects of leadership such as an individual's personality, skills, experience, creativity, personal integrity, initiative, and environment (to name just a few). Strength - based leadership means that an individual should seek to understand his/her own strengths (and weaknesses) and with this understanding find his/her own, unique leadership approach. Using a battery of leadership assessment tests, administered prior to the beginning of this course, participants will explore their own strengths (and weaknesses) and the impacts these have on leadership style.
Module II - 3 hours (Course 5302)
International Political Economy and Global Business
A detailed review of world economic development and international managerial economics comprise the content of this module. Multinational trade, international finance, and country economic development are critically examined using a comparative perspective, including gateways and barriers to entering country markets.
Module III - 2 hours (Course 5211)
Competing in the Global Environment
With an ever-growing number of industries becoming global in scope, managers are increasingly challenged to manage strategies within a global perspective. "Competing in the Global Environment" seeks to provide participants with the skills, knowledge and sensitivity required to successfully manage organizations and organizational units within a multinational environment. The primary objective of this course is to help participants think like manager's in the global context and enable them to develop a sound understanding of the strategic issues that confront firms as they seek to build competitive advantage in global markets. These issues will be relevant not only for firms that are already participating in the international markets but also for firms contemplating entry into foreign markets for the first time.
Module IV - 3 hours (Course 5304)
Making Strategic Decisions with Financial Data
To develop knowledge critical to the highest level of leadership, this module imparts the practical analytical skills needed to manage the financial and tangible resources of a firm. This curriculum explores the managerial skills needed to generate, understand, and analyze financial statements with a conceptual framework of accounting. Attention will be directed to the inherent strengths and limitations of reported financial information by giving emphasis to the global market place. In addition, participants gain exposure to the fundamentals of asset valuation models, financial forecasting, risk management, capital structure alternatives, cash flow management, reporting and disclosure issues, liability identification, and equity development.
Module V - 2 hours (Course 5212)
Building High Performance Teams
One of the most difficult challenges that business leaders face is developing talented people assets into a high performance executive team. This becomes even more critical in a multi-national environment. The course will focus on the strategic management of human resources for building effective teams, retaining high performers, and managing people for gaining competitive advantage. Diversity and cultural issues comprise some of the fabric for this course.
Module VI - 3 hours (Course (5303)
Optimizing Quality and Process with Accounting Information
Executives explore modern tools for meeting the competing challenges of organizational cost minimization within an environment that demands near-perfect quality standards. Participants can expect exposure, via case study methods, to a broad array of modern tools ranging from activity-based costing, to Kaizen, "Lean" management, and Six Sigma. Participants will explore how to leverage accounting information for decision-making and strategic management, as well as for the control of processes and organizations. Additionally, participants explore managing process flows through key measures such as flow rate, capacity, utilization, and thorough understanding of tradeoffs in process architecture as they relate to competitive strategy.
Module VII - 3 hours (Course 5309)
Accessing Capital Markets for Global Operations
Effective utilization of capital markets, both domestic and foreign, is essential for a thriving firm. Leaders must be able to assess relative benefits and costs of both short-term and long-term sources of expansion capital not only within their home markets but also within the context of global markets. Evaluation of and access to foreign capital markets requires an understanding of characteristics of international financial instruments, the operation and structure of foreign capital markets and fundamentals of measurement and management of foreign exchange exposure.
Module VIII - 3 hours (Course 5308)
Creating Customer Value
This module focuses on strategies and tactics to create customer value and build long-term relationships to meet organizational goals. The central premise is that the customer stands as the fountainhead of the firm's ultimate success or failure. Executives are exposed to tools that enable managers to understand the ever-changing marketplace and then build an effective marketing strategy to meet corporate goals. Not all customers are profitable or perhaps desirable.
Module IX - 2 hours (Course 5207)
Designing Global Supply Chains for Competitive Advantage
This module will foster strategic thinking about global operations. Students will learn how to analyze logistics problems on a functional, business, and company-wide basis, to understand the organizational structures used in logistics and the strengths/weaknesses of these structures, to select a multi-national location site, to configure global-scale facilities, and to develop international sourcing networks. Further, students will become acquainted with the realities of running different types of production/distribution firms.
Module X - 2 hours (Course 5206)
Building an Intelligent and Innovative Enterprise
Business intelligence from a data warehouse changed a bank's strategy when it discovered that a certain type of customer, long believed to be the most profitable, was actually not profitable at all. In this module students will learn how to participate in an organization's effort to build an intelligent and innovative enterprise, to deploy strategic information technologies (IT), and to launch IT-enabled new products and services. Further, it will explore how strategic IT can help the organization become structurally more competitive and culturally more innovative through the development of knowledge management systems.
Module XI - 4 hours (2 hours each) (Course 5410)
Developing Strategies for Competitive Advantage (Part A)
Competitive Advantage (Part B)
Why do some firms perform better than others? What can a firm do to gain a competitive advantage? How do successful companies develop winning strategies? The underlying premise of this module is that successful companies base their organizational strategies on more than gut instinct. This module seeks to broaden one's perspective of competitive strategy and encourage development and understanding of how firms create and reinforce a competitive advantage in the marketplace. The goal is to provide students with the conceptual tools associated with the understanding of industry and industry dynamics, the assessment of core competencies and the evaluation of key competitors in the formulation and implementation of "winning" strategies.
Module XII - 4 hours (Course 5413)
Experiencing the Global Environment: International Project
The China thirteen-day international residency trip introduces participants to culture, business ethics, current and future global related business opportunities with specific key networking introductions. The residency trip completes the student Global Project targeting the global focus aspect of the ExecutiveMBA mission of: Global-Leadership-Innovation.
Module XIII - 3 hours (Course 5305)
Understanding the Ethical Dimensions of Business
In today's global environment, leaders face many challenges. Not the least of these are the challenges that rapid growth, personal wealth, and stockholder/stakeholder pressures place on executives. This course will explore these issues with emphasis on the ethics of managerial decision making, creating ethical environments for employees, establishing expected norms of behavior, and consequences of unethical behavior. The course will use case studies and intense self-examination of the student's own behavior in difficult leadership situations.
*Course sequence subject to change by EMBA administration.
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