Executive Leadership MBA Course Descriptions

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1 Executive Leadership MBA Course Descriptions MBA 608: Interpersonal Leadership and Managing Organizational Behavior (3 credits) This course provides rising stars learning opportunities to take the next step - to become true organizational leaders, individuals capable of inspiring themselves and others to great heights. Blending theory, stories, cases, and pragmatic wisdom, this course requires self- assessments that enable program participants to better understand themselves and others, and then utilize that knowledge to better lead and manage oneself and others. Theories and usable frameworks related to emotional intelligence, interpersonal skills, motivation, power, and effective leadership are particularly emphasized. An additional emphasis is on ethically leading change in fast- moving organizational environments. MBA 609: Leadership Skills Accelerator (3 credits) This course develops students' ability to lead themselves and others through experiential practice activities and role modeling exercises. The emphasis is on further developing soft skills which often are cited as the primary difference- makers in the careers of successful business executives. Skillset development focuses on both individual- level soft skills - including self- awareness, emotional intelligence, self- motivation, decision- making, and handling of stressful and pressure- filled situations - as well as leadership- related skills - including leading effective teams, ethical decision- making and communication, managing conflict, and handling crisis. *MBA 613: Foundations of Marketing Leadership (3 credits) The course focuses on the roles and responsibilities of marketing leaders within organizations. Topics covered may include determining the role and organization of marketing within the firm, identifying and reacting to market transitions, creating marketing strategy, coordinating marketing across the firm, leading the marketing transformation process, and determining marketing accountability. MBA 614: Cultivating Global Business Leaders (3 credits): As companies cross international borders, businesses need to effectively manage organizations and multi- cultural teams through global leadership. The rapid growth in emergent markets is forcing companies to globalize their efforts at a much faster rate. This course will help students understand how geographical distances and cultural differences influence stresses that multinational leaders are encountering as they operate in global markets. Students will learn how to fit their personal experiences into an accurate global perspective defined by conceptual frameworks, examine of cross- country differences and their effects, and gain in- depth of knowledge associated with leadership in global markets. The course will include geographic dimensions and prepare leaders for dealing with specific origin destination pairs. 1

2 *MBA 615: International Supply Chain and Logistics (3 credits) This course examines the optimization of the global supply chain to meet demands of business. Topics include evaluation of all methods of transportation, inventory, time to market and other relevant customer requirements as well as appraisal and selection of intermediaries necessary to support the international business plan. True costs, benefits and risks of proposed transactions are explicitly considered. MBA 616: Financial Statement Analysis and Reporting (3 credits) In this course students learn how to examine financial reports with insight and confidence. Topics include financial analysis, performance evaluation, use of present value concepts, fiduciary and managerial control, compliance oversight, corporate governance and ethical dimensions of reporting. *MBA 617: Financial Management (3 credits) This course focuses on the financial management of public and private businesses. Students are presented with the underlying conceptual framework as well as practical applications in various financial decision making processes. Topics include financial ratio analysis, valuation of financial securities, pricing of risk, Capital budgeting, capital structure, and mergers and acquisitions. *MBA 618: Information Systems Strategy and Leadership (3 credits) This course focuses on what organization leaders need to know about the Information Systems (IS) function, the Information Technology (IT) infrastructure and the role that they play in an organization. Topics covered in this course may include getting business value from an IT investment, IS governance, partnerships with external entities for delivering IT services, managing and recovery from IT risks. MBA 653: Business Law (3 credits) A study of the principles of the law of contracts, agency, sales, commercial paper and business organizations; emphasizes the effect of such laws on business operations. MBA 606: Managing in an Innovation- driven Global Environment (3 credits) Managers in today's business environment must contend not only with increasing rivalry from globalization, but from innovations that can arise from anywhere on the globe. This course addresses the foundation of these two challenges and how managers in organizations can effectively grapple with them. 2

3 MBA 621: Leading through Big- Data Analytics (3 credits) This course focuses on capturing data opportunities to increase revenue and productivity of existing units as well as to introduce new business units. Focus is on crafting and implementing a big- data and advanced- analytics strategy. This includes core analytical knowledge, implementation, intellectual data property, recruiting and selecting analytics talent, capitalizing on data analytics opportunities, and ensuring managers find resulting decision tools simple and engaging for use on a daily basis. MBA 622: Managing Risk in Global Markets (3 credits) This course examines global markets and how firms adapt their strategy to capitalize on the opportunities of globalization and manage risks. It analyzes major international management issues and risks faced by businesses operating in global markets, and evaluates the various instruments and approaches used to address them. Students develop an understanding of how firms can take advantage of the opportunities presented by different countries, institutions, financial systems, and the macroeconomic trends shaping the world of business. *MBA 691: Strategic Organizational Leadership in Dynamic Environments (3 credits) This course is designed to challenge students to develop leadership skills to help organizations gain and sustain competitive advantage. Special emphasis is on best practices related to strategy making and implementation, organizational structure, design, and culture, leading to inspire internal and external stakeholders, macro- environmental scanning and competition- sensitive decision- making, evidence- based leadership, optimizing resources and capabilities, and leading through crisis and change. This course will help students learn how to understand the interconnectedness of curriculum- wide course concepts - - from accounting, computer information systems, the legal environment, finance, international business, macro- economics, marketing, ethical leadership, and management - - and lead accordingly. A variety of techniques will be used to engage students, including case studies, a simulation, and challenge- based discussions with senior executives. MBA 699: Leadership Development Module This course consists of leadership case study challenges, panel discussions with executives and other experiential learning activities. *MBA Core Course 3

4 Executive Leadership MBA Course Learning Objectives and Intellectual Content/Outline MBA 608: Interpersonal Leadership and Managing Organizational Behavior Learning Objectives - Students excelling in this course will: Be able to describe the importance of self- awareness and self- motivation in the context of work organizations. Improve their understanding about how to reflect on their own beliefs, values, attitudes, motivations, and behaviors in order to expand their work- related self- knowledge and increase their own organizational effectiveness. Be able to describe the most relevant and current research in managing and leading organizations and its application to workplace settings. Be able to describe how theory- based leadership and management frameworks, tools, and concepts enhance individual, group, leadership, and organizational effectiveness. Improve their understanding about how to work with and through other people, especially those with different values, backgrounds, or expertise. Improve their own well- being at work and at outside of work. Self- awareness, Emotional Intelligence (including the role of emotions and moods), Personality, and Well- Being Personal, Group, and Organizational Values Diversity Leadership - including theories and practices related to ethical leadership, authentic leadership, transformative leadership, and servant leadership Decision- Making (including ethical decision- making) Group and Team Dynamics Conflict, Power, Politics, and Change Communication, Persuasion, and Negotiation 4

5 MBA 609: Leadership Skills Accelerator Enhance job- related skills, including methods to optimize their own: self- awareness emotional intelligence motivation decision- making handling of stressful and high- pressure situations Enhance leadership- related skills, including effective methods of: handling and motivating groups, teams, and meetings communication, including ethical persuasion techniques resolving conflicts and handing difficult conversations negotiation ethical decision- making handling crisis in high- pressure, high- change environments handling work- family conflicts coaching and mentoring Self- awareness (applying tools from, for example, Google's 'Search Inside Yourself' program) Emotional intelligence (including how to positively impact worker emotions and work- related attitudes) Motivation (including how to motivate self and create inspirational work environments, including in virtual work arrangements) Facilitating meetings and positive team dynamics Conflict management and negotiation Communication and persuasion Ethical and stakeholder- sensitive decision- making Managing pressure and stress Leading turbulent, high- change environments 5

6 MBA 613: Foundations of Marketing Leadership Students will be able to identify the various roles for marketing in the corporation. Students will be able to determine the most effective tools to gain unique customer insight. Students will be able to describe the essential ingredients of a marketing plan? Students will be able to discover the most effective ways to coordinate marketing with other functional areas. Students will be able to characterize the essential marketing capabilities to compete in the future. Students will be able to recognize the key success factors in leading marketing change. Students will be able to prescribe the right measurement instruments to deploy. Organization of marketing within the firm Marketing research methods and application Market planning Inter- firm coordination Market- orientation Marketing dashboards Marketing strategy Market transitions MBA 614: Cultivating Global Business Leadership Students will create a profile of their own cultural preferences to predict potential areas of misunderstanding and conflict in their leadership style and techniques. Students will be able to use a framework for cultural dynamics to facilitate the process of intercultural adaptation. Students will be able to identify cultural differences in motivating and leading multicultural followers. Students will be able to manage conflicting preferences for decision making, problem solving, conflict resolution and other aspects of intercultural and multicultural leadership. Students will create a personal model of engaged communication and interaction with diverse communities. Geoleadership Challenges Cultural Awareness Cross- cultural Agility Embracing Diversity Connecting with your Global Stakeholders Engaging the Global Client/Customer Integrating the Multinational Multinational and Global Business Leadership 6

7 MBA 615: International Supply Chain and Logistics Explain meaning and purpose of global supply chain management Describe challenges related to supply chain management, regardless of industry Identify design strategies for supply chain to maximize efficiency and effectiveness Identify ways to strengthen the supply chain Develop plan of action to enhance global supply chain performance Supply Chain Strategy Network and System Design Sourcing Logistics Supply Chain Relationship Management Sustainable Supply Chain Management MBA 616: Financial Statement Analysis and Reporting Increase students ability to read and understand financial statements and related information Introduce new tools common to financial statement analysis and how to use them in practical applications Understand how financial reporting can help solve business problems Understand Executives fiduciary responsibility over financial reporting based on current regulations The course familiarizes students with key financial accounting concepts, methods and terminology, and tools used in financial statement analysis. In keeping with that focus, a manager's approach as opposed to a preparer's approach will be taken. The financial reporting roles of management, auditors and regulators are studied and students learn how accounting policy choices can influence reported performance and financial position. 7

8 MBA 617: Financial Management (3 credits) Analyze financial ratios and use the results in financial decision making. Apply time value of money techniques to the valuation of financial securities. Identify, quantify and price the risk inherent in financial products. Compare and contrast capital budgeting evaluation methods and apply them to various types of projects. Assess capital structure decisions. Evaluate the dynamics of mergers and acquisitions as a form of corporate restructuring. Financial ratios analysis Time value of money (TVM) Valuation of equity and debt securities Risk and return: Theory and applications Capital budgeting techniques Capital structure theories and decisions Mergers and Acquisitions MBA 618: Information Systems Strategy and Leadership Be able to align IS strategy with corporate strategy Be able to make and manage IT sourcing decisions Understand the essentials of IT governance strategy Be able to lead the assurance of reliable and secure IT services and be able to lead through IT disaster Getting business value from an Information Technology investment. Topics include using IT to enable innovation, to change the competitive environment, and to increase revenues. Leading IS. Topics include IS governance, IS leadership, alignment of business and IS strategies, and IS portfolio management. Understanding the role of IT in the firm. Topics include understanding the IT infrastructure, partnerships with external entities for delivering IT services, and the organizational change involved with IT project implementation. IT risks. Topics include understanding the importance of security in a firm, assessing and managing risk, and leading through a security risk. 8

9 MBA 621: Leading Through Big- Data Analytics Be able to identify where data analytics can deliver major improvements in company performance Identify areas where data analytics can be incorporated into the strategic plan and define a data- analytics strategy Understand and implement the "build versus buy" intellectual property in analytics Introduction to Business Analytics The Business Analytics Cycle Data Mining and Data Analytics Customer Analytics Social Analytics Operations Analytics MBA 622: Managing Risk in Global Markets Evaluate the international markets and environment within which multinational firms and financial institutions operate. Analyze international management strategies for these firms and institutions to address the challenges and risks they face. Understand and apply international funding and investment techniques. Manage foreign exchange transactions, operating and translation exposures with various currency hedging instruments. Current global markets Foreign exchange rate determination and forecasting Interest rate and currency swaps Transaction, operating, and translation risk management Multinational cost of capital, capital structure, and capital budgeting 9

10 MBA 691: Strategic Organizational Leadership in Dynamic Environments Students excelling in this course will: Exhibit the ability to build on and integrate theories, concepts, ideas, and exercises from other courses in this MBA program. Further develop critical analytical skills that will help them diagnose organizational problems, strengths, weaknesses, opportunities, and threats, think strategically, and implement evidence- based solutions. Be able to describe how organizational structure, policies, and practices impact worker motivation, stress, attitudes, and productivity. Be able to describe the role of organizational culture in impacting both internal and external organizational stakeholders' attitudes and actions. Develop a clear understanding of the key concepts and principles of strategy formulation, competitive analysis, implementation, and modification. Be able to learn best practice methods for formulating organizational objectives, organizing to achieve the objectives, and communicating in a manner attractive to organizational stakeholders. Learning best practice governance techniques. Be able to describe how to create shared value with stakeholders. Learn how to lead organizations through crisis and change. Organizational structure and culture Managing organizational resources and capabilities Strategic human resources policies and procedures Stakeholder management and leadership best practices Objectives - formulation, communication, and implementation Evidence- based management and governance Environmental and industry scanning Strategic visioning and strategy formulation and implementation Creating and innovating for shared stakeholder value Change dynamics - leadership, organizational, and industry MBA 699: Leadership Development Module Describe challenges faced by C- Suite Executives Be able to analyze and solve business problems while faced with ethical, risk, change management, and leadership challenges Role Playing Scenarios & Experiential Leadership Modules Panel Discussions Senior Executive Problem Discussion & Analysis 10

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