Curriculum
We redesigned the curriculum
from scratch for this new program. The only constraint
was to insure coverage of the essential topics required for
AACSB accreditation.
Hence, there is no accounting 101,
management 200, or any other traditional course. Instead, nine
cross-functional themes integrate fundamental business knowledge
within key problem domains.
The Executive MBA program begins
and ends with intensive residential weekends devoted to the theme
of Leadership. In between, there are four academic terms
lasting approximately three months each. For each term there
are two themes, as described below.
In addition, there are four
foundation courses intended to equalize the level of preparation
across a diverse student body. An examination of your
individual transcript will determine which foundation courses are
required in your case. (The Quantitative Methods and
Economics foundation courses are offered after an initial
orientation session and before the first leadership weekend.
The remaining foundation courses will be offered in between Terms
1 and 2).
Brief descriptions of the themes
and foundation courses follow.
Themes
Leadership Intensive
The program begins with a three day
residential weekend taught by Barry Posner, Dean of the Leavey
School and nationally recognized leadership expert.
This intensive weekend will help students set goals for
themselves, form study teams, and begin the learning process.
TERM 1
901: Complex Decisions
This theme introduces tools and
techniques for aiding business decision making. Topics include
statistical analysis, decision structuring, and the building and
use of quantitative models. These methods can be applied to
a broad range of business problems including quality control,
resource allocation, new product introduction, operations planning
and control, and investment decisions.
902: Navigating the Business
Environment
This theme 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 negative publicity and how to respond;
downsizing decisions; when to lobby and how; ethics and values in
a global perspective; handling conflicts across cultures.
TERM 2
903: Creating Value
The focus here is on shareholder
value. Long term profit maximization, as measured by economic
value-added, is the unifying thread. This requires attention
to customer value and employee value as well. Investment decisions
will be examined from various perspectives, including present
value, cash flow, rate of return, and allocation of costs.
904: Operating in Global
Financial and Product Markets
Focuses on the issues that confront
executives who must manage global enterprises. These include
theories of international trade and competition, cultural
differences among European, Asian, and Third World consumers,
employees, and markets; import and export decisions; and
international differences in accounting principles, business
organization, and management practice.
TERM 3
905: Supply Chain Management
This theme focuses on the complete
supply chain—the integration of raw materials into a finished good
and the distribution of that good to the ultimate consumers.
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.
906: Bringing Technology to
Market
This theme 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.
TERM 4
907: Managing Innovation and Change
This theme focuses on the
challenges of doing business in rapidly changing global and
technological environments. Some examples of topics that
might be covered include: 1) staffing the rapidly growing
organization; 2) management of knowledge workers and intellectual
property; 3) integrating diverse multicultural workforces; 4)
technology forecasting; 5) long-range strategic planning; 6)
distinctive characteristics of technology markets; 7) downsizing
and other ways of coping with the business cycle.
908: New Business Ventures
This theme 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) skunkworks and
other instances of ‘intrapreneurship’; 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.
Capstone Weekend
Culmination of the program; links back to the first leadership
weekend and ties together the various themes.
Foundation Courses
801: Quantitative Methods
