The coursework can be divided into three categories: core business courses to build a solid business foundation, international management courses specifically designed for our program and program electives. Core courses build a strong business base found in any MBA program. These include foundation courses (e.g., Organizational Behavior, Marketing, Accounting, Finance) as well as courses in functional areas of business administration (e.g., Strategic Management, Global Perspectives).
Courses are taught in eight weeks to semester long modules that build upon each other. In the final semester students further synthesize the knowledge learned throughout the program.
This course covers financial, managerial, and cost accounting. This course lays an important foundation, since you will need to understand financial statements, cost systems, and cost behavior for this program and your career The course studies information that is:
- Measured, reported to and used by individuals and entities external to organizations - generically known as financial accounting.
- Measured, reported and used within organizations - generically known as managerial accounting.
Students will have an opportunity to examine transactions, events, and practices that occur in the context of several functional areas - such as production, operations and marketing â€” and subsequently study how accounting systems interact with them. Students will emerge from the course as more financially literate individuals who can understand the linkages between accounting and other business disciplines.
This course enhances the work done in the classroom through an ongoing series of seminars and workshops, corporate visits both from business leaders and to various headquarters, and talks by corporate executives and entrepreneurs. Topics that will be covered include but are not limited to leadership and negotiation, business ethics, career planning, networking, and corporate governance.
Introduction to Finance
This course provides an introduction to financial management and decision making for graduate students who do not necessarily have previous training in the discipline of making decisions pertaining to investments in projects and financing their operations. Topics covered include: an overview of financial environments, valuation of securities, risk- return relationships, capital budgeting, financial analysis and planning, cost of capital, and options.
There are three main learning objectives for this course. First, the students learn the terminology, institutions, and programs of modern marketing. Second, we focus on the strategic analysis of marketing opportunities, and the communication of marketing decisions through the case analysis method. Third, students must apply this knowledge in an innovative and interactive marketing simulation for their final project.
Leadership and Teams
Many organizations and their managers today recognize that the critical sources of competitive advantage lie in not only ingenious product design, brilliant marketing strategy, or state-
of-the-art production technology, but also in having an effective system for obtaining, mobilizing, and managing the organization's human assets. Essentially, the design and management of effective organizations is a major source of a competitive edge. A number of developments are making organizational design and its management increasingly salient for managers, such as the changing characteristics of the labor force, the rapid pace of technological innovation, greater international competition, and greater attention to diverse customers.
The main objective of the course is to introduce the basic concepts, theories, and techniques necessary for understanding, designing, and managing organizations that achieve value creation. Instead of focusing purely on the individual employees, their motivation, or leadership, this course emphasizes the tasks of organizational units, their internal processes, and the overall design for effective functioning of organizations that can execute business strategies within an ever-changing context.
The course is based around four fundamental questions about designing and managing organizations. First, how should firm strategies and business models be taken into account when designing organizations? Second, what are some of the basic issues and principles of designing the overall structure of the organization? Third, how should managers design performance measurement systems for managing their critical resources that can lead to successful implementation of their business strategies? And lastly, how can managers put all these elements together to make their organizations perform well and change in today's rapidly evolving business environment?
Examines critical issues facing managers who work in multinational firms. Designed to develop students' skills for working in a global business environment. Topics include foreign market entry strategies, global management of the functional areas of business, and management and control of multinational firms in the global marketplace.
Process Management involves ensuring that the underlying product or service is of the highest quality, that the appropriate design and technology is chosen for the production or service process, the planning and control of the flow of parts or customers is managed so that lead times are reduced to minimal levels, and the distribution of the finished goods or services is efficiently done. Process Management requires making decisions to handle issues that range from how to ensure that the customers get products on time, to determining how much capacity is needed to provide a high level of service, to evaluating which technology will best meet a given company's needs.
The course focuses on fundamental principles for designing a new process, improving an ongoing process, and managing a process to ensure customer satisfaction. This course is a foundational one for Supply Chain Management, which looks at linkages across organizations, whereas Project Management is a more specialized body of knowledge for a specific type of process aimed at answering the "How" questions.
The course on Strategy deals with those decisions that determine the future directions of global organizations. Strategy addresses the organizational structure, resources and capabilities, and strategic positioning of the firm to create, capture, and sustain competitive advantage in high technology industries. In this course, students will develop skills in understanding how firms gain and sustain competitive advantage, in analyzing strategic business situations, in formulating strategy, and in implementing strategy and organizing the firm for strategic success. This course covers not only some of the traditional elements of strategic management such as industry analysis, competitor analysis, generic strategies, and diversification, but also subjects that are directly relevant to global intensive organizations such as sources of innovation, types and patterns of innovation, standards battles, timing of entry, collaboration strategies, and protecting innovation.
In Strategy, you learn to take the perspective of top management. Whether you are going to be a CEO or just want to be able to convince the CEO to adopt your ideas, it is vital to know how to speak the language of strategy. We will briefly cover some core concepts: industry analysis, competitor analysis, generic strategies, resource analysis, and diversification.
The case discussions and interactive class format create an opportunity to develop your skills at communicating these high-level ideas verbally and extemporaneously. Assignments follow the format of written business communication: professional, brief, and persuasive.