Each Saturday of the 16-month Suffolk Executive MBA Program, busy managers and business professionals arrive on campus, ready to be fully engaged. Typically mid-level executives, they are committing part of each weekend to learn how to be better leaders.

Unlike traditional MBA programs that present courses in sequential order, the Suffolk Executive MBA Program teaches courses in clusters that mirror how business works across functional areas. You move through the curriculum as part of a cohort of 20-25 students, attending four clusters of courses and four residential seminars. During the program, you design a career-based field research project and present it during the final semester.

*The curriculum below is for the 2014-2015 academic year.

Curriculum

Executive MBA Program Degree Requirements

Suffolk’s Executive MBA offers a fully integrated approach to learning with an emphasis on global leadership. Residential seminars emphasize self-awareness, leadership, policy, and global business. Case studies, lectures, experiential learning, and simulations are emphasized in a team-centered environment.

  • 20 courses (51 credits)
  • Convenience of Saturday-only schedule with online learning (with exception of Residential Seminars)
  • Students move through the curriculum in cohort groups
  • Field research project tailored to your individual career goals

Suffolk’s Executive MBA features a cluster-based curriculum. Course content and subject areas are represented below.

Curriculum Clusters

Cluster 1 Managing Through People (12.5 Credits)

  • EMBA-600 Self Aware Leader Seminar

    Credits:

    2.00

    Description:

    As an introduction to the Executive MBA Program, this seminar emphasizes how personal leadership style and self-awareness influences both team dynamics and performance outcomes in the context of a business simulation in which students address strategic and operational issues.

  • EMBA-610 Organizational Behavior

    Credits:

    3.00

    Description:

    We are all members of a variety of organizations - the companies where we work, families, student bodies, special interest groups, sports teams, political groups, religious groups, etc. Our experiences as organizational members may range from highly satisfying and productive to stressful, unproductive, and unhappy. Likewise, organizational performance itself may run the gamut from highly successful to ineffective and inefficient. Most people in corporations do not fail to advance their careers because they lack accounting skills, a finance background, or because they haven't learned to build their own websites. More often, they fail to advance because they lack the management skills necessary to function effectively in an organizational setting. The concepts taught in this course are the foundation for those skills that are a prerequisite for being a successful manager and leader. The field of Organizational Behavior (OB) attempts to explain and predict, and influence how people and groups act in organizations. It involves the systematic study of the behaviors, processes, and structures found in organizations. OB provides the basis for sound management practice. The general purpose of this course is to help you acquire and practice the knowledge and skills essential to managing people and organizations. This knowledge is essential to those whose career goals include achieving leadership positions in an organization.

  • EMGOB-855 Conflict and Negotiation

    Credits:

    3.00

    Description:

    Emphasizes the theory and skills of win-win negotiation. Students assess their own negotiation styles, analyze the process of negotiation and apply theory-based skills for integrative problem-solving approaches to negotiation. The course utilizes a mix of teaching tools, including readings, lectures, cases, exercises, videotapes and role-playing.

  • EMGOB-860 Leadership & Team Building Seminar

    Credits:

    3.00

    Description:

    Designed to develop and refine organizational leadership skills at multiple levels, this seminar combines classroom activities with a physical challenge, resulting in an intensive educational experience based upon the synergy of concept and application.

  • EMGES-801 Business Opportunities

    Credits:

    1.50

    Description:

    Feasible opportunities can occur in existing or new business organizations. However, what is a feasible opportunity? What are the differences in identifying, planning, and executing new business opportunities within existing (corporate entrepreneurship) or new entities (new venture creation/startups)? In this course, you will begin the opportunity recognition process by understanding how creativity can generate business ideas for assessment and validation for business potential. You will validate the opportunity through business planning techniques, as well as understand the constraints created by an existing corporate culture where resources may be abundant or scarce (in the context of return on investment, corporate synergy, recognition in the marketplace, incremental and/or radical innovation potential, etc.), or where organizational structures, politics, etc. restrict or enhance the ability to launch new opportunities. For new ventures, you will validate the opportunity's ability to generate sustainable profit, growth, and capital, in a landscape where innovation and failure are prevalent.

Cluster 2 Analytical Skills for Decision Making (12 Credits)

  • EMBA-630 Economic Analysis for Managers Part I/II

    Credits:

    0.00- 1.50

    Description:

    EMBA 630 I (Microeconomics Workshop - 0.00 credits): Develops the basic tools of microeconomic analysis with emphasis on business decision-making on organizational performance and competitiveness with respect to domestic and international business. Microeconomic topics covered include the price system, supply, and demand, market equilibrium, elasticity, utility theory and consumer choice, short-run and long-run costs and their impact on output decisions in perfect and imperfect markets, and the economics of labor markets, and other factor inputs in the production process. EMBA 630 II (Macroeconomics - 1.50 credits): Develops the basic tools of macroeconomic analysis with emphasis on business decision-making on organizational performance and competitiveness with respect to domestic and international business. Macroeconomic topics covered include national output and income, inflation, unemployment, personal consumption and government expenditures, business investment, the Federal Reserve System, money supply and demand, monetary policy, interest rates, aggregate demand and supply, supply side economics, international trade, comparative advantage, and the balance of payments, and exchange rates. This course is a continuation of EMBA 630 I.

  • EMBA-622 Operations & Data Analysis

    Prerequisites:

    Take EMBA-600 EMBA-610 EMGOB-855 EMGOB-860 EMGOB-900;

    Credits:

    3.00

    Description:

    This course covers topics of operations management in the services, manufacturing and distribution industries while introducing statistics and quantitative analytic tools relevant to all functional areas. Applications include supply chain management, total quality management, forecasting, inventory planning and control, project planning and management, risk analysis, process design, and human resources issues in a global economy. Analytic tools for these applications include descriptive statistics and graphics, uncertainty assessment, inferences from samples, decision analysis and models, simulation, and regression analysis.

    Term:

    Offered Spring Term

  • EMBA-640 Corporate Financial Reporting and Control

    Credits:

    3.00

    Description:

    Deals with the structure and information content of the three principal financial statements of profit-directed companies: the income statement, balance sheet, and statement of cash flows. It develops skills in the use of accounting information to analyze the performance and financial condition of a company and to facilitate decision-making, planning and budgeting, and performance appraisal in a managerial context. Students with no prior background in accounting complete a programmed instruction in the mechanics of double entry accounting at the start of the course.

  • EMBA-650 Value Based Financial Management

    Prerequisites:

    EMBA 620, EMBA 630, and EMBA 640 OR EMBA 720

    Credits:

    3.00

    Description:

    Introduces the basic principles of corporate finance. The main focus of the course is on fundamental principles such as time value of money, asset valuation, and risk and return trade-off. Topics covered also include cost of capital, capital budgeting, and capital structure.

  • EMBA-670 Information Management for Competitive Advantage

    Prerequisites:

    EMBA 620

    Credits:

    3.00

    Description:

    Focuses on exploiting information systems (IS) and information technology (IT) for a competitive advantage. It explores the impact of IS and IT on the internal and external environments of organizations. Examines decisions needed for effective deployment of IS and IT, such as selection of IT infrastructure, valuation of IT business models, and analysis of the operational benefits and risks. Introduces students to the opportunities and challenges of managing technology activities to meet the needs of business executives, IT executives, users, and IT partners.

    Term:

    Offered Spring Term

Cluster 3 Understanding the Marketplace (12 Credits)

  • EMBA-630 Economic Analysis for Managers Part I/II

    Credits:

    0.00- 1.50

    Description:

    EMBA 630 I (Microeconomics Workshop - 0.00 credits): Develops the basic tools of microeconomic analysis with emphasis on business decision-making on organizational performance and competitiveness with respect to domestic and international business. Microeconomic topics covered include the price system, supply, and demand, market equilibrium, elasticity, utility theory and consumer choice, short-run and long-run costs and their impact on output decisions in perfect and imperfect markets, and the economics of labor markets, and other factor inputs in the production process. EMBA 630 II (Macroeconomics - 1.50 credits): Develops the basic tools of macroeconomic analysis with emphasis on business decision-making on organizational performance and competitiveness with respect to domestic and international business. Macroeconomic topics covered include national output and income, inflation, unemployment, personal consumption and government expenditures, business investment, the Federal Reserve System, money supply and demand, monetary policy, interest rates, aggregate demand and supply, supply side economics, international trade, comparative advantage, and the balance of payments, and exchange rates. This course is a continuation of EMBA 630 I.

  • EMBA-680 Managing in the Ethical & Legal Environment Part I/II

    Credits:

    1.50

    Description:

    Applies multidisciplinary analytical techniques and case analysis as strategic management tools to assist executives in successfully navigating an increasingly complex, evolving, and highly competitive business environment in which ethical, legal, economic, and regulatory forces are continuously reshaping the global marketplace and creating or limiting competitive opportunities.

  • EMBA-660 Marketing: Challenge of Managing Value

    Credits:

    3.00

    Description:

    Marketing is changing -- constantly driven by dramatic technology developments, globalization, and evolving consumption values, practices, and lifestyles. This course covers marketing themes, theories, and trends that are critical for superior business performance in the 21st century. In this course, we examine current marketing theory as it is being shaped by forward-thinking academics and new developments in business practices. This course provides students with a strong foundation in marketing principles and practices.

  • EMBA-770 The Washington Policy Seminar

    Credits:

    3.00

    Description:

    Conducted in Washington, D.C., this seminar provides a first hand exposure to the linkage between public and economic policy and its impact on business strategy development and execution. It includes meetings with key members of Congress, the Administration, lobbyists, the media, and other organizations that may influence policy development.

  • EMKIB-816 Managing Global Supply Chain

    Prerequisites:

    Take MBA-660;

    Credits:

    3.00

    Description:

    This course will focus on the interaction between trading partners and will analyze how firms are using supply chain strategies to gain a competitive advantage globally. The orientation of the course is on the design and management of relationships among organizations linked together in a supply chain. Strong emphasis will be placed on understanding the behavioral dimensions of inter-firm relations - the roles of channel members as intermediaries, their use of power and trust, and how to solve the conflicts that arise among them. While retail, wholesale, and logistical firms are significant components of marketing channels, it is held here that the relationships among the various firms comprising channels are the crucial and critical aspects of long-term competitive viability.


Cluster 4 The Firm and Its Environment (7.5 Credits)

  • EMBA-680 Managing in the Ethical & Legal Environment Part I/II

    Credits:

    1.50

    Description:

    Applies multidisciplinary analytical techniques and case analysis as strategic management tools to assist executives in successfully navigating an increasingly complex, evolving, and highly competitive business environment in which ethical, legal, economic, and regulatory forces are continuously reshaping the global marketplace and creating or limiting competitive opportunities.

  • EMBA-800 Strategic Management

    Prerequisites:

    core courses

    Credits:

    3.00

    Description:

    Students develop a multifunctional general management perspective, integrating and applying knowledge and techniques learned in the core courses of the EMBA program. Students also learn about the principal concepts, frameworks, and techniques of strategic management; develop the capacity for strategic thinking; and examine the organizational and environmental contexts in which strategic management unfolds. Students achieve these course objectives through a variety of learning activities, such as case studies, computer simulations, examinations, project reports, and experiential exercises.

  • EFIN-805 Capital Management

    Prerequisites:

    MBA 650.

    Credits:

    3.00

    Description:

    This course is designed to extend the body of knowledge acquired in MBA 650. Topics include: dividend policy, capital structure policy, capital budgeting, long-term financing decisions, cash management and corporate restructuring, market efficiency, risk and liability management.

Cluster 5 Real World Perspectives (7 Credits)

  • EMBA-780 Managing in the Global Environment

    Prerequisites:

    Complete EMBA core courses

    Credits:

    3.00

    Description:

    Taking place internationally, as part of the International Seminar, this course introduces students to the fundamentals of the global business environment and the cross-cultural factors that affect management practice in this environment. Topics covered include economic environment, free trade and regional integration, foreign direct investment, exchange rate determination and relevant government policies, the decision to go international, and the multinational firm and its business functions.

  • EMBA-899 Program Experiential/ Capstone Project

    Credits:

    4.00

    Description:

    The objective of the Program Experiential (Field Research Project) is to create a synergistic event that combines a student's course work, research, and career business experience which will serve as the capstone of the EMBA Program. The event is a research-based application of what is learned in the classroom to the student's professional work environment. This experiential is personally designed, business focused and built on the student's own interests and career goals. Each student will be assigned a faculty member to facilitate the successful completion of this field research project.

Seminars

Self-Aware Leader Seminar: As an introduction to the Executive MBA Program, this seminar emphasizes how personal leadership style and self-awareness influences both team dynamics and performance outcomes in the context of a business simulation, in which students address strategic and operational issues.

Leadership and Team Building Seminar: Develop and refine your leadership skills in this seminar. You’ll combine classroom activities with a physical challenge, resulting in an intensive educational experience.

Washington Policy Seminar: Travel to Washington, D.C., and examine policy development and its impact on business. You’ll meet with key members of Congress, the administration, lobbyists, regulatory agencies, the media, and other organizations.

Managing in the Global Environment: Experience the global business environment first-hand in Europe, Asia, or South America through this exceptional opportunity. Examine the economic, political, and cultural perspectives of doing business in the global community.

Calendar

EMBA New Student Orientation: Friday, September 5, 2014

 

Cluster 1: Sept. 6, 2014 – Dec. 12, 2014 (Fall 2014 Semester)

  • 10 Saturday Sessions
  • 2 Friday Sessions: Oct. 17 and 24 (EMGOB 855-Conflict & Negotiation)
  • Off-Site Management Seminar: Oct. 8-10
  • Off-Site Leadership and Team Building Seminar: Dec.7-12
  • No Saturday Classes: Oct. 11; Nov. 1, 29; Dec. 13, 20, 27; and Jan. 3

Cluster 2: Jan. 10, 2015 – April 25, 2015 (Spring 2015 Semester)

  • 16 Saturday Sessions
  • Fall 2013 Cohort Program Experiential Presentations and Mugging: May 2

Cluster 3: May 9, 2015 – Aug. 15, 2015 (Summer 2015 Semester)

  • 15 Saturday Sessions
  • Off-Site Washington Policy Seminar: July 12-16
  • No Saturday Classes: Aug. 22, 29

Cluster 4: Sept. 5, 2015 – Dec. 5, 2015 (Fall 2015 Semester)

  • 13 Saturday Sessions
  • No Saturday Classes: Nov. 28; Dec. 12, 19, 26; and Jan. 2, 9, 16

Cluster 5: Jan. 23, 2016 – May 7, 2016 (Spring 2016 Semester)

  • 7 Saturday Sessions
  • Off-Site Global Travel Seminar: March 6-13
  • Off-Site Program Experiential Presentations and Mugging: May 7, 2016

While we make every effort to let you know of any calendar changes, we reserve the right to change the academic calendar as necessary.

 

Lifelong Learning

As a graduate of our Program, you may audit any Executive MBA course without tuition. We are happy to welcome you back to Suffolk to update and refresh your business or leadership skills, inform you of current business trends, and reconnect you with faculty and friends