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  Rutgers Business School: Graduate Programs-Newark and New Brunswick 2018-2020 Course List and Descriptions Executive Master of Business Administration (E.M.B.A.)  

Executive Master of Business Administration (E.M.B.A.)
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.
22:140:592 Business Law for Managers (2) Introduces the legal environment in which management functions. Studies the law of corporations as a system for affecting relationships among the corporation, its shareholders, employees, managers, and society. Exposes student to managerial aspects of antitrust and securities law as well as to current questions regarding business's role in society.
22:223:581 Managerial Economic Analysis (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.
22:223:591 Aggregate Economic Analysis (3) This is 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.
22:385:639 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.
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.
22:390:614 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, as well as a module titled "Models of Bankruptcy." 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. Suresh Govindaraj
22:553:534 International Business (2) 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.
22:620:585 Organizational Behavior (3) What is "leadership" in the context of today's highly global and highly digital/virtual workplace? What is change management and how can you leverage change in a rapidly evolving technological landscape? How do you motivate your team? Your company? Yourself? How do you assign accountability to high-powered teams that are in, say, four different time zones with four highly diverse business cultures? What negotiations are expected, and in which cultures? And when are negotiations necessary and when are they not? How does one analyze cases and write and present consulting reports? In addition, a recently added component on innovation management is designed to help students understand the importance of innovation to the performance, and indeed, the survival of their companies. Is there an innovation ecosystem? Or is innovation endogenous? Or should innovation be outsourced if it's not a comparative advantage for your company? Or does it not pay to be an innovator---maybe it's best to focus on a standardized product? If innovation is to be cultivated at work, then how do executives optimally manage an ongoing innovation system? This course is taught by a team of veteran professors, with each one being a subject matter expert in a particular aspect of organizational behavior. The course deploys class discussions, role playing, case analyses, simulations, and projects to give participants hands-on skills to be deployed at work right away. Many of the topics also synergise strongly with the Powerhouse Advantage courses in Presentation Skills since the REMBA program really emphasizes strong proficiency in verbal and written communication skills.
22:620:622 Business Strategy (3) A course that develops a general management approach to strategic planning and execution. Integrating ideas and concepts from all across the EMBA program, the course seeks to help students build the skills needed for leadership in real-world enterprises. Agile exploitation of opportunities and responses to the marketplace are prime subjects. Using carefully-selected business cases from Harvard, Stanford, and others, we explore fundamental issues, often with intense, real-time debate, to prepare for management roles that involve significant responsibilities. Topics include but are not limited to: disruptive technologies: strategies for the attacker and the attacked; the role of organizational culture in fostering innovation or constraining it; the elements of a business model and its potential to create competitive advantage; moving firms from failure to success: is the problem in the financial performance, the market performance, or both, and what difference does it make?; fending off low-cost competition: it can be a rough world "out there"; core competencies: when focus on them is critical and when it is not.
22:630:586 Marketing Management (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.
22:711:573 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) The 10-day China Experience program happens the summer following the second semester, and brings students to Beijing and Shanghai for a unique business education experience. Because the trip occurs between semesters 2 and 3, credits are applied to semester 3. This course counts as one of four required electives.
22:960:523 Business Statistics (3) This course 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 yield 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.
 
For additional information, contact RU-info at 848-445-info (4636) or colonelhenry.rutgers.edu.
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