Executive Master of Business Administration (EMBA)

22:223:591 Aggregate Economic Analysis (3) A course in applied global macroeconomic policy analysis. Current global fiscal and monetary policies, budget and trade deficits, global capital flows, and their effects on inflation, output, employment, interest rates, stock prices, housing bubbles, commodities, and exchange rates, are analyzed. Current macroeconomic policies in the United States, Europe, and Asia are also analyzed and discussed.

22:960:523 Business Statistics (3) Introduces the use of statistical methods and probability in the analysis and modeling of business problems. Cutting-edge software applications coupled with a strong focus on the interpretation of computational results, yields powerful applicability to real-world decision making. Examples are drawn from such settings as supply chain management, pharmaceuticals, health care, market research, quality control, and production.

22:373:592 Law and Legal Reasoning (2) An overview of business law within the context of law in general, studies the interplay of law, business, and society, with an aim to implementing responsible and successful management.  Managers must develop legal literacy and an appreciation of the role of law in the effective and ethical management of their businesses.  Students learn how managers can use the law tactically and strategically to create solutions for business objectives without incurring undue legal or business risk.

22:620:585 Organizational Behavior (3) Explores approaches to analyzing organizations and understanding the role of leaders in the effective functioning of organizations. Topics include negotiation skills, motivation, managing change, ethics in business, managing diversity, team decision making, and leadership. Through class discussions, case analyses, simulations,, and projects, students learn critical managerial skills. In addition, Professor Terri R. Kurtzberg will present the "Secrets of Successful Virtual Teams" module which focuses on helping each EMBA student become more effective at leading and participating in virtual team interactions. Both common virtual team problems and realistic solutions will be discussed on topics ranging from early team interactions and building trust to coordination difficulties and leadership challenges. Problems created by electronic communication will also be addressed.

22:390:587 Financial Management (3) Provides managers with a strong foundation in the essentials of financial management. Topics include discounted cash flow, stock and bond valuation, risk and return, capital budgeting, cost of capital, capital structure, working capital management, and international finance.

22:010:583 Financial Accounting (3) A core class that teaches the language of business. It focuses on reporting, understanding and the use of accounting information to support valuation resource allocation, planning, capital management, production, costing, marketing, control, and performance evaluation decisions.

22:223:581 Managerial Economics (3) Explores the fundamental principles of different pricing strategies to achieve the objectives of a firm. What price should we use to maximize profit? Is it the same that will maximize our market share? What role do costs play when choosing a pricing strategy? How do we react to a competitor's price cut? This class will help you navigate through these and other related questions.

22:711:573 Analytical Techniques for Decision Making (3) Introduces model-building and analysis techniques for business applications.  Topics include the use of regression analysis for forecasting, linear programming, inventory management, and queuing (waiting line) analysis. Examples are drawn from many functional areas, including supply chain management, health care and the pharmaceutical industry, and production and service operations.

22:799:581 Supply Chain Logistics (3) Covers the key supply chain strategies that are needed for today's world-class global business. Topics covered include network design, forecasting, inventory management, strategic alliances, supply chain integration, procurement and outsourcing, customer value, international issues, and a review of supply chain software strategies. This course discusses in detail how today's companies live and die by their supply chains. This course incorporates a class trip to a company that truly exemplifies the power of supply chain in action. Past trips have included tours of companies such as FedEx, Pantone, and the Starbucks distribution center in York, Pennsylvania.

22:799:695 Ten-Day Program in China (3) Rutgers EMBAs visit Beijing and Shanghai in early June, following their first year in the program. Participants witness firsthand the energy, complexity, and dynamism of the Chinese economy, along with the challenges and opportunities for US business in China. The EMBAs visit manufacturing, supply-chain and marketing operations, medical and pharmaceutical facilities, and attend seminars.  Some past visits have included Boeing (in Tianjin), Chrysler-Daimler, Lenovo computers, Shannon Garments (jacket manufacturer for Liz Claiborne), the Port of Shanghai (managed by Maersk), Siemens Mobile Phone Equipment, Coca-Cola, Sanofi-Aventis, and seminars with representatives of the U.S. Embassy and the Deputy Director General for the China Council for Promotion of International Trade.

22:553:534 International Business (3) Covers strategies for penetrating foreign markets, how changes in the global economic and cultural environment impact company decision making, and introduces basic analytical tools, such as country risk assessment, and hedging of foreign exchange risk. The approach is to translate theory and concepts into real-world management practice. Issues such as outsourcing, offshoring, inshoring, and global supply chain strategy will be discussed in detail.

22:630:586 Marketing for Decision Making (3) Presents the latest marketing tools and concepts that drive customer perceptions, purchase decisions, willingness to pay, and loyalty. Segmentation, positioning, and marketing mix decisions are discussed in detail. This core marketing course includes presentations by industry experts in social media marketing and is the foundation for the marketing electives in the fourth semester that include Marketing Strategy, Web Analytics, Brand Management, and Marketing Research.

22:390:614 Financial Statement Analysis (3) An advanced course that uses concepts from all aspects of business to understand and analyze the data being reported in financial statements. It also integrates aspects of forensic analysis. Special sections on mergers and acquisitions and taxes are also included in the syllabus.The general principles, techniques, and tools taught in this course are fundamentally designed to judge the performance of any business corporations (big or small) anywhere in the world--public or private--in the manufacturing, retailing, or services sectors.

22:620:622 Business Strategy (3) A course that develops a general management approach to strategic planning and execution.  Integrating strategic ideas with concepts and tools from across the EMBA program, the course seeks to help students build the skills needed for leadership in real-world enterprises. This course synthesizes topics from finance, accounting, macroeconomics, microeconomics, international trade, organizational behavior, leadership, supply chain management, and financial statement analysis to plan, construct, and execute the optimal business strategy.

22:385:639 Research Seminar (3) Allows the individual student to pursue research and independent study on specific topics in any management area under the guidance of a faculty member. A student may take only one research seminar a trimester, and no more than two seminars toward the degree. To register, the student must develop a written research proposal and secure the written acceptance of a regular faculty member to serve as an adviser and to approve the proposal. The student must also obtain the written acceptance of a second faculty member to serve as a reader of the finished research paper. The faculty acceptance must be submitted to the Office of Student Services prior to or at the time of registration. The student must present two copies of the completed research project in suitable format to her or his adviser. The adviser will be responsible for issuing a grade for this course after consulting with the second reader.