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.

22:553:593:71 International Business (2) This minicourse (of 2 credits) is designed to introduce managers in both domestic U.S. and global firms as to how major international forces influence their future decisions, and to basic analytical tools such as foreign expansion alternatives, hedging of foreign exchange risk, and analysis of international alliances. Over one-sixth of the American economy is now accounted for by the foreign sector. Imports and investment decisions by U.S. and other firms affect jobs and economies far removed from the locus of the decisions. Even simple actions, such as executing import and export orders denominated in foreign currency, require hedging decisions to minimize foreign exchange risk. Managers in overseas environments must make decisions not based on economics alone, but should also incorporate social and political factors into their judgments. Issues such as outsourcing, offshoring, re-shoring, and global supply chain strategy will be discussed. All is not based on economic rationality. Cultural and human factors also influence the success of global business operations. The approach is to translate and connect theory and concepts into real-world management practice.

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 management. Integrating ideas and concepts from all across the EMBA program, the course has two broad goals. First, to understand how managers can devise a set of actions ("the strategy") and design processes that allow their company to obtain a financial advantage over competitors. Second, to gain a broader understanding of how new technologies and business models are changing the competitive dynamics of markets, and how firms' strategies must evolve to sustain competitive advantage in the new (digital) environment. To ground the concepts and analytic tools in real-world settings, we will study the decisions and strategies of companies in many different industries, ranging from shipping (e.g., Maersk) to life sciences (e.g., Gilead Sciences) and technology (e.g., Uber). To further hone the communication and persuasion skills critical to strategy-making leadership positions, the class will rely on intense, real-time debate and role-playing. Topics covered include: What are the key factors that differentiate financially successful firms and others that fail to sustain profits? How should an incumbent firm respond to "disruptive" innovations from new entrants? When does it make sense to acquire, partner with, or compete against other industry players? How do new technologies reorganize existing markets (i.e., network externalities), and what are the different capabilities necessary to execute business models (e.g., multisided platforms) that are suited for these markets?

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.