Executive MBA (EMBA) Archive 2020-2021

3.00

This course provides the foundation for skills that are a prerequisite for being a successful manager and leader. Most people fail to advance in an organization because they lack the management skills necessary to function effectively in an organizational setting. The general purpose of this course is to help you acquire and practice the knowledge and skills to manage people and organizations. This knowledge is essential to those whose career goals include achieving leadership positions in an organization.

3.00

This course develops skills in how to use 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. This course focuses on the use of accounting information - such as the financial reporting, analysis, interpretation and decision-making and downplays the preparation aspect involving accounting mechanics such as detailed journal entries and ledger preparation.

1.50

This course is designed to expose you to technologies and foundational concepts used in business analytics in today's business world. Across virtually all industries and in all business functions, business analytics represent areas of exponential growth and opportunity. In this course, you will be introduced to some of these technologies through exposure to a sequence of hands-on experiences of analytics-driven approaches to assist managerial decision making

1.50

This course introduces students to the fundamentals of the global business environment and to the complexity of operating in an international setting. Managing successfully across borders requires that international business practitioners think in a multidimensional fashion and devise international strategies that take into account differences among countries (e.g., cultural, legal, political, social and economic). Upon completion of this course, students will better understand the primary international business theories applicable to companies operating globally, as well as being able to identify and analyze the relevant internationalization strategies that firms may pursue in the various national markets in which they compete.

3.00

Conducted in Miami, Florida, this seminar develops and refines organizational leadership skills by combining classroom activities and a physical challenge to create an intense team experience based on integrating theory and practice.

Take EMBA-610

3.00

Introduces students to operations management in the services, manufacturing and distribution industries while covering 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, and regression analysis.

1.50

This course develops the basic tools for microeconomic and macroeconomic analysis with emphasis on business decision-making and the impact of economic policy on organizational performance and competitiveness with respect to global business.

EMBA students only.

3.00

The Global Travel Seminar provides students with an opportunity to be immersed into the economic environment of two of Europe's largest and most vibrant cities: Paris and London. Students will gain insights into business as practiced across borders and will link their EMBA work to hands-on experience with the strategies and operations of global companies. This highly experiential, intensive course combines classroom learning with a direct business and cultural experience. Students will work in teams on flash consulting projects for corporate clients, using their analytical skills, EMBA knowledge, and professional experience to solving real challenges and develop feasible solutions.

1.50

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.

1.50

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.

Take EMBA-622, EMBA-630, and EMBA-640

3.00

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.

3.00

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.

Take EMBA-622

3.00

Focuses on using information systems (IS) and information technology (IT) for a competitive advantage. Explores the impact of IS and IT on the internal and external environments of organizations. Introduces students to the opportunities and challenges of managing IS and IT to meet the needs of business executives, managers, users, and partners. Students discuss readings and learn from technology presentations to examine decisions pertaining to selection of IS and IT intended to maximize benefits while minimizing costs and risks of implementation.

3.00

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.

3.00

This course explores multidisciplinary analytical techniques and case analysis as strategic management tools to assist executives in successful navigation of an increasingly complex, evolving, and highly competitive business environment in which ethical, legal, economic, and regulatory forces are continuously reshaping the global marketplace both to create and limit competitive opportunities.

Take EMBA-610

3.00

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.

3.00

Are you ready to leverage your knowledge and experience into substantial business opportunities? Are you prepared to develop a strategy and accept the inherent risk with implementing new innovation? In this capstone course, you will utilize the executive program's business opportunity foundation and executive curriculum, leveraging your experience and individual motivation to develop, pitch, and implement your personally-designed project. You will define your project, develop an implementation plan and related executive summary, leading to pitching your opportunity to your selected peer group who serve as a project stakeholder. This two-semester capstone may be directed towards your current organization or within new venture.