Managers spend a substantial portion of their time and energy negotiating and resolving conflicts with superiors, coworkers, subordinates, customers, competitors, and suppliers. The bargaining, negotiation, and conflict resolution skills of managers can have an important impact on the outcomes received by all parties. First, this course is designed to provide students with an understanding of theory and concepts of the bargaining process and outcomes. These theories are both normative (how negotiations should occur), drawing from economics and decision theory, and descriptive (how negotiations actually occur), drawing from behavioral decision theory. Second, this course provides students with the opportunity to apply theoretical concepts and develop bargaining skills through in-class examples and discussion, and, most predominantly, negotiating exercises and cases.
The purpose of this course is to prepare executives to recognize, analyze, and respond to legal issues arising in their everyday business lives. This includes familiarizing themselves with “legal jargon” through lectures followed by case analysis, presentations, and discussions. We discuss legal process, business organizations, intellectual property, and business torts.
This course examines how firms gain and sustain competitive advantages. To be successful, the firm's strategy must permeate all departments and functional areas. As such, this course integrates knowledge and skills gained from your prior studies (i.e., marketing, management, finance, accounting, and so on). In drawing on this learning, we explicitly apply a general management point of view and analyze strategies in light of the total enterprise.
Development of the theory, instruments, techniques and practice of modern investment management. Topics include asset pricing and valuation under certainty and uncertainty, portfolio management, determination of interest rates, immunization strategies and derivative securities.
This model introduces varying approaches to strategy, focusing especially on dynamic strategies, as the organization deliberately anticipates and makes use of repeated change under varying conditions of uncertainty. Organizational learning, including both knowledge creation and deployment, plays a crucial role.
Multinational Business and Finance
This course deals with the application of finance principles to international business decisions. The focus is on the following key principles: exchange rate behavior, currency risk management, financing operations in the global capital markets, cross-border investment analysis, and project finance. The course builds on the foundations of cash flow analysis in multi-currency environments, key interest/discount rate relationships across currencies, evaluation of assets subject to political risk, and international tax system interactions. Case studies are used to generate applications of these core foundations.
Global Learning Experience
The purpose of this course is to provide students with a deeper understanding of a global market, including its political, legal, economic/business, and social and cultural environments. The countries that we study, and travel to, face major opportunities and also major challenges which potentially threaten their economic development. It is our goal to learn about a developing market and experience that market firsthand as we travel abroad to visit business, cultural, and political hubs.
Role of Business in Society
This course is a capstone experience for the Executive MBA students, delivered during the final four weekends of the two-year EMBA program. It is an integrative course that studies the role of business in society, drawing on decades of research, examples, case studies, and speakers. Students will understand and appreciate 1) the traditional rationale for business, which is to maximize shareholder value; 2) the theory and empirical work on corporate social responsibility; and 3) new organizational structures designed explicitly to provide a social good while striving for profit.
This course studies the planning and controlling of processes used to produce an organization's goods and services. In essence, it is the management of all activities related to doing the actual work of the organization. Managing these processes can be quite challenging—they are often very complex, and can involve large numbers of people and facilities, huge volumes of materials, and great distances. Operational capabilities are central to a firm's ability to deliver value to customers along dimensions such as low cost, high quality, breadth and variety of offerings, speed of response, ability to customize, and more. By aligning these capabilities with a firm's overall strategy, operational strengths can yield long-lasting competitive advantage.
Accelerating Innovation is a course on how managers can apply principles of innovation used by business accelerators to manage innovation and launch new initiatives. Topics covered include the basic economics of business acceleration, the development of acceleration platforms, the sourcing of and management of innovation, the principals of initiative selection, and fostering a culture of innovation within existing organizations.
The curriculum shown is representative of the course of study; specific course offerings may vary. Feel free to contact the program staff for more information.