Courses & Syllabi

Develops and applies economic analysis tools in managerial decision situations. Focuses on economic analysis to understand firm’s competitive environment.

EMBA 603 002 (Fall 2011)
EMBA 603 002 (Spring 2012)

Focuses on developing accounting information for use by managers in planning and control activities. Examines traditional and emerging cost-management systems. Special emphasis on information for decision-making, operational control, and performance evaluation.

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Develops framework of concepts and procedures essential for interpreting general-purpose financial statements and internal managerial accounting reports. Emphasizes understanding basic concepts and applying selected procedures to problem-solving situations.

Develops market-based knowledge and skills for effective marketing strategy design, implementation, and evaluation. Develops ability to make marketing decisions in wide variety of institutional and competitive situations. Addresses the importance of companies being market-driven and customer-focused. Emphasis on case studies, team work, and projects.

EMBA 623 (Spring 2011)
EMBA 623 (Spring 2012)

Applies statistical methods in analyzing problems in business decision-making. Topics include descriptive statistics, probability distributions, estimation and hypothesis testing, and linear regression.

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Integrates theory and practice of operations management with mathematical modeling and quantitative techniques of management science. Addresses range of operations management issues, including technology and strategy decisions, systems design issues, project operations, quality control, and inventory planning.

Develops the knowledge and skills needed for creating powerful, high-performance teams within and among organizational units. Strategies are offered for alignment of goals, building conditions for coordinated action, generating innovation, and resolving breakdowns.

Introduces theories of finance and their application to the formulation of business policy. Topics include internal financial analysis, financial forecasting, valuation, risk and return analysis, capital allocation, and capital structure.

EMBA 643 (Spring 2011)

EMBA 643 (Spring 2012)

Examines development, theories, and practice of management within organizations. Emphasizes human behavior and how it influences organizational effectiveness.

EMBA653-DL1(Summer 2012)
EMBA 653 -001 (Spring 2013) 

Examines computer-based information technologies and their interrelation with management processes, especially problem-solving and decision-making at individual, work group, and organization levels. Topics include management information system life cycle, with emphasis on manager’s perspective, and modeling and analysis to support decision-making.

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Examines the managerial impact of the law upon decision-making processes in business organizations. Lectures as well as discussions of judicial opinions and readings.

EMBA673-001 (Fall-2011)

Designed to strengthen the ability to identify, critically analyze, appropriately respond to, and provide leadership regarding the issues of ethical and socially responsible behavior you may confront as an executive in charge of people, projects, and organizations.

EMBA 674 Spring 2011

Integrates business strategy and policy with functional knowledge developed in other courses and business practice. Issues include formulation of strategy, industry analysis, building core competencies, and strategy implementation.

EMBA 678 (Spring 2011)
EMBA 678 (Spring 2012)

Explores the relationships between financial markets and their impact on corporate financial decision making. Considers cross-market interrelationships, including how financial markets respond by creating financial instruments to meet the varying financial requirements of business firms. The course includes a domestic financial residency in New York that focuses on contemporary developments in these markets.

Focuses on the modern system of international trade and the opportunities that the global trading environment creates for firms. Attention will be directed toward the roles of national policies, international agreements, and business activities in the development of the system.

EMBA 710 (Spring 2011)

Focuses on the essential elements of successful organizational change. Emphasis on understanding the forces for change, as well as developing skills to manage a successful change process. Gives a deeper understanding of organizational leadership and an increased ability to be a successful leader. Incorporates and integrates theory, research, and application, with the ultimate goal of providing the student with practical information about leadership.

Enables students to develop, express, improve, and validate holistic mental models of problems. In doing so, they will build a foundation for better decision making leading to improved business performance. The main strength of the systems-thinking approach is its emphasis on long-term strategic outcomes as opposed to short-term tactical ones.

EMBA 735 (Spring 2011)
EMBA 735 001 (Spring 2012)

Examines issues in strategy for firms operating in multiple markets or businesses, including diversification, portfolio approaches to corporate strategy, mergers and acquisitions, corporate alliances and joint ventures, restructuring, and coordinating multibusiness corporations.

EMBA 751 (Spring 2011)
EMBA 751 (Spring 2012)
EMBA 751 (Spring 2013) 

Examines the interplay between the industry environment and a firm’s resources and capabilities to drive superior performance. The course seeks to integrate multiple functional perspectives to arrive at a complete understanding of the firm within its environment.

Develops National Defense perspective through seminars led by professors and high-level managers; briefings by officials of government and other policy-making organizations.

Develops National Defense perspective through seminars led by professors and high-level managers; briefings by officials of government and other policy-making organizations.

Develops global perspective through seminars led by professors and high-level managers; briefings by officials of government and other policy-making organizations; and site visits to production and distribution facilities, research centers, IT units, and other corporate offices.