Course InformationSOM Students

The Executive MBA takes approximately 21 months to complete. The program begins in late August and runs through June of the following year. It starts again in late August and runs through May of the second year. The vast majority of classes meet on a bi-weekly basis and are held on Fridays from 1 to 5:30 p.m., and Saturdays from 8 a.m. to 6 p.m. There will be a few exceptions however, including a new flex schedule during the second year. During the second year, participants are required to attend three full Fridays and Saturdays during designated weekends. For the other six scheduled class weekends, participants may choose to either attend the classes in person or via Telephone/Web interaction. These sessions will occur on Friday afternoons and Saturdays. For more information regarding this new flexible format, please contact Associate Dean George Bobinski via email at During each class, some time may be spent in lecture, some in group activities, and some in open discussion.

The faculty will be selected based not only on their academic specialties, but also for their experience and aptitude in executive education. The classes will be highly participatory.

Course Sequence and Descriptions

Course Sequences

First Year

Late August-December (12 cr.)

January-Early July (18 cr.)


Second Year

Late August-December (12 cr.)

January-Early May (12 cr.)


Course Descriptions

Accounting for Managers
Basic vocabulary required to understand financial data. Interpretation of financial data including financial statement analysis and ratio analysis. Cost allocation. Cost measurement and cost behavior. Budgeting. Performance measurement. Operational and strategic decisions viewed from a cost perspective.
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Organizational Behavior
The behavior of individuals in organizations; managerial strategies to enhance organizational effectiveness. Interpersonal relations, group dynamics, leadership and motivation, team-building, conflict management, negotiations. Implications of behavioral science concepts for management decision-making.
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Statistical Analysis for Managers
Statistical methods including correlation, regression, and analysis of variance and their applications in managerial decision-making. Emphasis on use of data for solving problems in areas of marketing, finance, and human resources. Methods enabling the manager to make decisions under conditions of partial information and uncertainty.
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Managerial Economics
Economic framework for decision-making. Analysis of consumer choice, market demand, and elasticities. Role of price and profit in resource allocation. Different market structures such as monopoly and perfect competition, with an emphasis on oligopolistic market structure, and the unique pricing policies associated with the industry (e.g., game theory).
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Management Information Systems
Computer-based organizational information systems and the need for and role of information systems in organizations. Database design and analytical techniques such as sensitivity analysis and Monte Carlo simulation used in analyzing data for decision-making purposes. Preparation for managerial oversight of information systems, including coverage of ethical issues.
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Finance for Managers
Foundations of corporate finance including analysis of financial statements. Valuation issues including time value of money, risk and return, options, and financial contracting issues. Capital investment, managing capital structure, long-term financing including leasing decisions, and mergers and acquisitions. Current financial environment.
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Marketing for Managers
The marketing environment; consumer behavior, marketing planning, pricing, and promotion. Ethical issues. Developing and implementing marketing strategies. Enhancing customer satisfaction. Defining and developing new markets. Strategies for international competitiveness.
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Special Topics
Explanation of recent and anticipated developments relevant to management through guest speakers and current readings. Special topics vary with changes in the environment in which business organizations function.
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Integrates oral, written and technological communication skills in order to prepare and deliver efficient and effective messages in almost every professional context. The course is based on classical theories of rhetoric and contemporary concepts of effective communication. The oral component of the class focuses on communicative goals, situational demands, and audience needs, while the written component focuses on developing and structuring persuasive messages for specific audiences.
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Operations Management
Introduction to the design and management of business processes. The objective of the course, which concentrates on managing business process flows, is to show how managers can plan and control process structure and process drivers to achieve desired process performance. Topics include project management, design of systems, process design and analysis, quality management, capacity planning, managing delays, just-in-time management, inventory management, and scheduling.
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Business Law
Business Law focusses on the basic legal concepts around which society is structured. Legal Principles underlying business relations employment, employment law, consumer law and the relation between law and economics.
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Capstone Consulting Project
Students will work in teams on projects relevant to a participant's organization and present their findings to management and the class.
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Strategic Management
Enhance the ability to think strategically both personally and professionally through the use of appropriate concepts, tools, and exercises. Applications to specific business problems and for long-term performance improvement. Determination of target markets and strategy development in contexts meaningful to the participants. Includes fundamentals of strategy, ethical questions, and international contexts. Integrates the concepts taught in all the functional areas of management.
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Leadership Skills
Examines personal attributes, behaviors, and styles of individuals that practice exemplary leadership. Students will participate in an assessment center to receive feedback on their own leadership and influence styles. Team leadership concepts including empowerment will also be introduced. Situations where teams work and do not work will be examined. The remainder of the course will be devoted to organizational leadership development. Formation and evolution of organizational cultures and alignment of individual, group, and organizational needs will be discussed. Topics such as cultural change, leadership of movements, reengineering systems and processes, strategic leadership in a rapidly changing environment, organizational level Continual Process Improvement and Total Quality Management(CPI/TQM), and cross-cultural issues will be included.
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Ethical/Global Issues in Business
The first phase of the course focuses upon the world facing business in terms of cultural diversity and the different socio-cultural expressions of business and key trends as seen in technological change information, location and so forth. In the second phase of the course emphasis is placed on special topic modules such as poverty and investment, global ecology and environmental management, and multi-cultural human resource management. In each module students will carry out in-depth research projects.
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Last Updated: 3/25/14