E X E C U T I V E M B A in Change Management and Leadership

Transcription

1 E X E C U T I V E M B A in Change Management and Leadership EXECUTIVE MBA IN CHANGE MANAGEMENT AND LEADERSHIP

2 Welcome 2 CHANGE IS A BASIC PREMISE WELCOME TO THE EXECUTIVE MBA IN CHANGE MANAGEMENT AND LEADERSHIP The globalization of business calls for change and development of Danish companies and organizations as well as their leaders. The aim of the Executive MBA (or E*MBA) is to change your mindset and open your eyes to global opportunities and challenges. Whether strategic innovation, organizational re-design or the development of international business models is on your agenda, the lessons learned through lectures and insights from fellow students will provide you with competencies which may prove invaluable assets for your company and for your career worldwide. The Executive MBA programme has existed since The importance of its core understanding and acting on change has only increased. Business increasingly see the challenges of organizational transition and change in a global perspective. We have decided to align our course with this. We have taken our own medicine and proactively changed our program to meet the anticipated challenges of 21st century organizations acting on the global market place However, the core of the program is as always change management and leadership. Denmark and abroad will introduce you to the relevant theories, and the theoretical insights you gain will be translated into practice in partnership with your fellow students, who are all experienced leaders themselves. Moreover, we prioritize the international learning experience and exposure to world leading research and teaching environments. You will join our leading researchers on international study trips and attend lectures at our worldclass partner universities, which among others include Stanford University in California and Fudan University in Shanghai. In short, the Executive MBA is a postgraduate programme give you global insights and the chances to build a powerful network of contacts among fellow participants. Now, isn t that worth investing in? INVESTMENT IN YOUR FUTURE When you decide to complete the Executive MBA programme, you make an investment in the future both your own future and the future of your company. Your choice of education provider is of vital importance to this investment. The Executive MBA is based on a partnership between the University of Southern Denmark and Aarhus University, Business and Social Sciences and is an internationally recognized and accredited postgraduate program. It offers you a unique opportunity to combine taught theory with practice. Renowned researchers from Professor Poul Houman Andersen, PhD Academic Programme Director Aarhus University, Business and Social Sciences

3 Participant profile 3 EXECUTIVE MBA PARTICIPANT PROFILE OVER THE LAST FIVE YEARS LEVEL OF EDUCATION MANAGEMENT EXPERIENCE LINE OF BUSINESS/SECTOR Graduate Diploma in Business Administration 53% Master's degree 39% Bachelor's degree 8% 3 10 years 50% years 48% years 2% Public sector 23 % Other lines of production 17 % High-technology production 14 % Other lines of service 14 % Sales/distribution 11 % Banking/finance/insurance 10 % Construction 6 % Telecommunications/service 4 % Trade associations 1 % PARTICIPANT PROFILE The Executive MBA programme is directed at experienced leaders. On average, the participants are 42 years old and have between 12 and 15 years of management experience. They come from many different professional backgrounds ranging from branch managers and directors to CEOs. The representation of men and women is roughly 80/20. medium-sized enterprises to multinational groups of companies. Some of the companies that have already given their managers the opportunity to participate in the Executive MBA programme are Novo Nordisk, ISS, Grundfos, Nordea, Maersk, Vestas, Hydro Aluminium and FLSmidth. COMPANY PROFILE The participants on the Executive MBA come from a variety of different enterprises, and a broad spectrum of business sectors is represented, ranging from small and

4 A global perspective 4 A GLOBAL PERSPECTIVE TWO INTERNATIONAL STUDY TRIPS An Executive MBA programme focusing on change from a global perspective is bound to explore real-life change challenges in different parts of the world. Therefore, the programme contains two international study trips. Accompanied by members of faculty, you spend two intensive weeks throughout the programme studying change management and leadership challenges in a foreign context. Many participants describe these trips as some of the highlights of the Executive MBA programme. Our international study trip partner universities are selected on the basis of their high academic standing, focus on international accreditation and cooperation, as well as close liaison with the surrounding business community. This caters for a challenging learning experience where the social bonds between you and your study partners consolidate even further. University professors introduce you to sent out to do real-life case studies in local companies.

5 A global perspective 5 TWO INTERNATIONAL STUDY TRIPS FIRST SEMESTER: STANFORD UNIVERSITY AND SILICON VALLEY The programme kicks off with a visit to Silicon Valley in California, including lectures delivered by the Stanford Center for Professional Development at Stanford University, which is our partner during this module, and company visits in Silicon Valley. Stanford University hardly needs any further introduction as it is one of the world s leading universities with a strong focus on innovation, research and development. During the sors, e.g. Jeffery Pfeffer and Raymond Levitt, each of them Silicon Valley is a particularly interesting place from the perspective of change and development. The Valley hosts an extraordinary set of laboratories and research institutions which fuel local innovation. And with the world s highest concentration of venture capital (share of all US venture capital investment is 26%, up from 18% a decade ago) and a dense network of supporting industries, the Silicon Valley innovation habitat is uniquely positioned to nurture entrepreneurial activity (source: Denmark Innovation Centre, 2010). The combination of insights into the local business climate of Silicon Valley and Stanford lectures is intended to set the scene and kick-start the academic and individual learning processes among the participants. THIRD SEMESTER: CHINA AND VIETNAM China and Vietnam are the destinations of our thirdsemester trip. Both countries are among the world s fastest growing markets and represent cultures that, in a number of areas, are fundamentally different from those of the western hemisphere. The third semester focuses on the implementation of change processes i.e. on how to actually make changes work in practice in a global context. With China and Vietnam as cases of potential challenges in the implementation process, we intend to concentrate on business challenges arising in emerging economies and on the management challenges we face when operating in a cultural context that varies widely from our own. During the trip, the participants are to attend courses at some of China s leading universities in order to get an indepth understanding of the theoretical framework for the main theme of the semester. At the same time, the participants get to visit companies in both countries and get a new perspective on their ideas and expectations of behaviour and challenges. This study trip is aimed at giving the par- the implementation of change processes. PROFESSOR BØRGE OBEL

6 Preparing Managers 6 PREPARING MANAGERS FOR CEO POSITIONS TARGET GROUP The Executive MBA programme is designed for experienced leaders who wish to work at the highest level of the organisation. This means that the main focus is on change management and leadership throughout the duration of the programme. We expect our participants to have some basic knowledge of theories and methods within business economics before they start on the programme, as this allows us to concentrate on the themes that are directly related to management and leadership. YOUR COMPANY AN ACTIVE PLAYER THROUGHOUT THE COURSE One of the fundamental principles during the programme is that the processes of learning and opinion forming take place when theory and practice become one. We do not introduce theory for the sake of theory but in order to apply it actively to tackle real-life challenges. Among other things, this is achieved through written projects, which should always be made on the basis of the participants own companies, and at after-hours meetings where the theoretical pants business colleagues. In summary, the companies are actively involved in the programme through analytical case of useful projects and recommendations. MANAGING DIRECTOR MADS BONDE

7 Personal development 7 PERSONAL DEVELOPMENT LEADERSHIP SKILLS Change management places heavy demands on leaders development at both a personal and managerial level is an entirely integrated part of the Executive MBA programme and goes hand in hand with the academic and theoretical development processes. In order to work successfully with the processes of change, you need to be aware of your role as a leader, know your strengths and weaknesses, and be prepared to use yourself in the change process of your organisation. The Executive MBA focuses on personal development through a personal development programme extending over the entire period of study. Based on a theoretical framework, the programme is partly designed to kick- ment, and partly to offer the participants a set of tools they can use when working with their employees on the implementation of change processes in the organisation. MANAGING DIRECTOR LINDA GARLOV

8 Teaching based on research 8 TEACHING BASED ON RESEARCH PRESENTING THE BEST OF TWO UNIVERSITIES AND THEIR INTERNATIONAL RESEARCH NETWORKS The Executive MBA programme is the result of a partnership between Aarhus University, Business and Social Sciences and the University of Southern Denmark. Both universities have years of experience as education providers at a high academic level. Strong research communities at both universities, close liaison with renown ed universities in Denmark and abroad, and internationally recognised accreditations make us an important education provider on the Danish MBA market. The academics on the Executive MBA are all experienced researchers who participate in wide-ranging cooperation with the business sector and who are interested in bringing theories into play to tackle real-life challenges. Roughly 40 per cent of the academics you will meet on the course are international researchers. TEACHING BASED ON RESEARCH We offer you an Executive MBA programme of high academic standards which is subject to regular quality control and has been approved by the Danish Ministry of Science, Technology and Innovation, among others. The participants on the programme gain insights into an active research community and are offered the opportunity to share their experience and ideas with the researchers during lectures and tutorials. The teaching is based on well-established theories and research methods, which the respective companies. PROFESSOR PER VAGN FREYTAG

9 Academic content 9 ACADEMIC CONTENT FIRST SEMESTER: CHANGE MANAGEMENT AND ORGANIZATIONAL DESIGN to concepts, notions and issues of relevance to leadership and change management. The semester focuses on organisational design and key leadership challenges facing those with responsibility for executing company strategies through organisational change. Focus is on matters of company-internal relevance related to external challenges, and the participants are introduced to strategic issues and notions that will be further developed during the second and third semester. and Silicon Valley where the students will be taught by internationally recognised professors from Stanford University at campus. The students will also meet local business people and companies on the edge of innovation and change management and change leadership. SECOND SEMESTER: STRATEGIC PRIORITIES The increasing globalization of markets and competitive forces represents a multitude of opportunities and threats for any organisation. The second semester introduces the participants to new strategic possibilities for innovation and business development, with a special focus on the entire value chain. In order for companies to survive and develop in a modern business context, they have to adopt a dynamic and proactive approach to strategic thinking, and order to effectively develop and exploit joint competences. THIRD SEMESTER: IMPLEMENTATION OF CHANGES The academic focus of this semester is on the implementation and completion of change projects in practice. The semester contains an international study trip to China and Vietnam and three workshops. The study trip offers the participants insights into circumstances that could have a cultural contexts entirely different from their own in some of the fastest growing economies in the world. The three workshops focus on important aspects relating to the design and implementation of change processes, such as communication and negotiation. FOURTH SEMESTER: E*MBA THESIS The fourth semester of the Executive MBA is entirely devoted objective of the thesis, which should be roughly 100 pages long, is for the participants to demonstrate their abilities to opment projects in their own companies. As a general introduction to the thesis module, the participants are offered an intensive brush-up course in research methodology. DIRECTOR GITTE GRØNBÆK

10 Faculty 10 FACULTY FACULTY MEMBERS During each semester, you will meet many competent and experienced academics. Approximately 40 per cent of the academics you will get to meet during the programme come from outside Denmark. Read about some of the key members of faculty below: PROFESSOR BØRGE OBEL Børge Obel is a professor at Aarhus University, Business and Social Sciences and Head of the Interdisciplinary Centre for Organizational Architecture (ICOA). Børge Obel has and organisational design, and he is also a member of several international research networks, such as EIASM and the Organizational Design Community. Børge Obel is the author and editor of several articles on the subject of micro-economics and has published numerous articles both in Denmark and abroad. Børge Obel has long-standing and hands-on management experience;; among other things, from his position as Dean of Aarhus University, Business and Social Sciences, but he also serves on a wide range of company boards in Denmark and abroad. Børge Obel is re- semester of the Executive MBA and teaches at Theory 1. PROFESSOR TAGE KOED MADSEN Professor Tage Koed Madsen is professor at the Department of Marketing and Management at the University of such as internationalisation processes, export performance and international new ventures. His research interests particularly fall within the international competitiveness of small and medium-sized enterprises. Tage Koed Madsen has been the prime mover in the realisation of several comprehensive research projects and has carried out a multitude of empirical studies in relation to his research activities. The results of his research have been published in worldrenowned journals. Tage Koed Madsen is responsible for the courses at the second semester and teaches at the workshop International Market Development. PROFESSOR PER VAGN FREYTAG Per Vagn Freytag is a professor at the Department of Entrepreneurship and Relationship Management, University of Southern Denmark, where he teaches businessto-business marketing. His research and teaching areas are within business-to-business marketing and qualitative method. His research has particularly been within segmentation, portfolio planning, business models, pricing, relationship management, outsourcing, innovation, qualitative method and cluster development. Per Vagn Freytag holds a Master of Science degree and a PhD in business administration from Copenhagen Business School. Per Vagn Freytag is vice programme Director and teaches the module Methodology and International Market Development. PROFESSOR BØRGE OBEL

11 Faculty 11 FACULTY PROFESSOR POUL HOUMANN ANDERSEN Poul Houman Andersen is a professor at the Department of Management at Aarhus University, Business and Social Sciences and head of the research centre, Design of Global Enterprise (DoGE), which is engaged in business activities covering diverse national contexts. Poul Houman Andersen s research is focused on areas such as international management, industrial marketing, strategy, market organisation, business networks and sustainability. He has also worked intensively with the Chinese market. His research results have been published in internationally recognised journals, and he is regularly involved in research projects in close liai- Houmann Andersen is responsible for the courses and study trip at the third semester. DR GEORGE HUBER Professor Emeritus from the University of Texas, Austin USA. George Huber s research focuses on organisational learning and change and on managerial, group, and organisational decision making. Dr Huber is a Fellow of the Academy of Management and of the Decision Sciences Institute and is a charter member of the Academy of Management Journals Hall of Fame. In a number of ways, he has Huber teaches the module Theory 1. PROFESSOR JOHN HAYES Professor John Hayes teaches Management Studies at the University of Leeds, where he is also the Director of COBRA: Centre for Organizational Behaviour Research and Analysis. John Hayes research interests fall within cognitive style and processes of change and development in organisations, and he has published numerous articles and books, including The Theory and Practice of Change Management. John Hayes is responsible for workshop 3.1. entitled Implementing Change. PROFESSOR STEEN HILDEBRANDT Steen Hildebrandt is a professor at the Department of Management at Aarhus University, Business and Social ganisational theory, management, organisational learning, change management and human resource management. Steen Hildebrandt also works as an author and has contributed to a few hundred books on the diverse facets of management and leadership. In addition, he is a book review the creation of the Executive MBA programme, and has been involved in teaching on the programme for more than ten years. He has now decided to resign from the programme management group, but he still acts as a guest speaker and contributes with useful knowledge and inspiration. PROFESSOR STEEN HILDEBRANDT

12 Lifelong contacts 12 A VALUABLE NETWORK LIFELONG CONTACTS The participants on the Executive MBA (E*MBA) face two intensive years full of great academic challenges, demanding training projects, and ups and downs. All these aspects of the programme contribute to creating an entirely unique sense of unity on the E*MBA teams and lifelong contacts. The participants will stay with the same cohort throughout the duration of the programme, and we will limit the size of the cohorts in order to create a comfortable and trusting learning environment on each team. Compulsory attendance at tutorials helps ensure that the participants dialogue with the researchers and their study partners. E*MBA ALUMNI Strong networks are created among the participants on their individual cohorts and in their study groups. These networks are of great value, which is why we have established E*MBA Alumni as a meeting point for E*MBA graduates. Here former students meet two to three times a year to take part in both academic and social events where they will have ample opportunities to expand their social and professional network. Approximately 250 leaders have completed the Executive MBA programme so far and may therefore join the E*MBA Alumni network. Visit E*MBA Alumni at and read about the offers available.

13 Lifelong contacts 13 HEAD OF PROCUREMENT & LOGISTICS, PETER BISGAARD

14 Elements of the Executive MBA 14 ABOUT THE PROGRAMME The Executive MBA programme lasts two years on a parttime basis. The two academic years are made up of four semesters and include the following elements: STUDY TRIPS The programme contains two international study trips. intended as an introduction to the academic content of the programme and partly as an orientation week where the participants get to know each other. The second study trip, which takes place during the third semester, draws together many of the academic elements from the programme and puts them into a real-life perspective. THEORY MODULE which is introduced to the participants via theory modules. The objective of these modules is to provide a comprehensive overview of the most recent theory available in the least the participants themselves bring the different theoretical approaches and models into play in order to continuously improve the participants conceptual framework. WORKSHOPS Academics, representatives from the corporate sector, and guest speakers from Denmark and abroad will spend two or three days concentrating on different aspects of one of the theoretical subjects presented during the semester. Here the participants own cases come into play, and usually one or several participants will be asked to prepare a case together with the leader of the workshop. AFTER-HOURS MEETINGS At the end of each semester, the participants get to hold after-hours meetings in their own companies. At these meetings, the participants are supposed to share relevant theories from the workshops with their colleagues and challenge the conventional mindset and business procedures in their companies. This is where the theories from the Executive MBA programme are brought into play in a SEMESTER PROJECTS The participants are to use the theories they have learnt respective companies. In that way, the participants act as internal change agents who can challenge and move their companies already during their E*MBA studies. At the same time, the semester projects serve as a warm-up to the thesis module on the fourth semester. E*MBA THESIS The E*MBA thesis is the tangible proof that the participants have reached the overall goal of the programme;; the ability to implement and control well-planned and properly executed change projects. PERSONAL DEVELOPMENT A general programme centred around personal develop- on and work with the very essence of good management and leadership themselves. At the same time, this module gives the participants a toolbox for working on change processes with their employees.

15 E*MBA structure 15 COURSE SYLLABUS E*MBA ADMISSION CRITERIA Applicants must meet the following criteria: a Bache lor s or Master s degree or equivalent ment experience skills equivalent to a B level from a Danish upper secondary school, a TOEFL or IELTS test with a minimum score of 90 (TOEFL) or 6.5 (IELTS), (relevant for non-native speakers of English only) and business administration While participants can be at different organisational levels, it is a requirement that they are all involved in change processes to some degree. A maximum of 32 participants will be admitted each year. Applicants may apply at 1.st 2.nd 3.rd 4.th SEMESTER 15 ECTS SEMESTER 15 ECTS SEMESTER 15 ECTS SEMESTER 15 ECTS International study trip: Silicon Valley and Stanford University Theory 2: Strategic Management and International Business International study trip: Asia Methodology Brush-up Workshop 1.1: Personal Development and Learning -1 Workshop 2.1: International Market Development Workshop 3.1: Implementing Change Management Master's thesis Workshop 1.2: Methodology Workshop 2.2: Strategic Financing Workshop 3.2: Communication Theory 1: Perspectives on Organisational Theory and Design Workshop 2.3: Strategic Innovation Product Development Workshop 3.3: Negotiations Workshop 1.3: Organisational Culture and Leadership Workshop 2.4: Personal Development and Learning - 2 Workshop 3.4: Personal Development and Learning - 3 Project 1: Organisational Constraints and Opportunities Project 2: Identification of new Strategic Opportunities Project 3: Implementation of Change Projects International studytrips Workshops Theory Projects and master thesis

16 Practical details PROGRAMME START August APPLICATION DEADLINE 1 May LANGUAGE English, but it is possible to submit papers in Danish. LOCATION Lessons are primarily held as residential courses in the triangle region (Middelfart/ Vejle) coupled with one-day classes at either Aarhus University or the University of Southern Denmark. two-year programme and entitles participants to obtain the MBA degree. However, participants wishing to PRICE Tuition fee EUR 30,100. Further expenses amounting to approximately EUR 10,700 must be expected for study tours, accommodation, course materials etc. Prices may be subject to change. CONTACT Programme Manager Lene Merete Pedersen Tel lemp@asb.dk Programme Director Birgitte Højland Tel birh@asb.dk MORE INFORMATION Feel free to contact us if you would like to set up a personal meeting. Quality assurance ence, Innovation and Higher Education - a top 100 university by several ranking Partnerships The programme is organised as a partnership between Aarhus University, Business and Social Sciences and University of Southern Denmark. Part of the 1st semester is provided in collaboration with Stanford University Aarhus University, Business and Social Sciences *M Fuglesangs Allé Aarhus V Denmark Ranking and Shanghai Rankings ber of the Executive MBA Council since mbainfo@asb.dk