Curriculum

Students who choose to follow the America’s MBA stream in the Executive MBA program will take the following courses:

First Year (core common to both streams)

• Bus 681-4 Leadership
• Bus 651-4 Managerial Economics
• Bus 662-3 Special Topics: Negotiations
• Bus 670-4 Accounting
• Bus 603-4 Structure and Change in Organizations
• Bus 615-4 Marketing
• Bus 621-4 Information Technology
• Bus 604-4 Finance

Second Year (2 streams)

EMBA	Americas EMBA
Bus 607-4 Strategy	Bus 607-4 Strategy (Global Perspective) (SFU)
Bus 602-4 Global Business	Bus 602-4 Global Business (SFU)
Bus 652-3 Special Topics: Ethics	Bus 652-3 Ethics and Corporate Social Responsibility  (FIA- University of Sao Paulo)
	Bus 6xx-2 Special Topics : Emerging Markets  (FIA- University of Sao Paulo)
	Bus 6xx-3 Special Topics: International Competitiveness (ITAM)
	Bus 6xx-2 Special Topics: Family Business  (ITAM)
Bus 663-3 Special Topics: New Ventures	Bus 663-3 New Ventures (Vanderbilt) Bus 6xx-2 Special Topics: Innovation (Vanderbilt)
Bus 696-6 Applied Project	Bus 696-6 Applied Project (Global team)

The AMBA stream students will pay the regular EMBA tuition. There is no additional fee for the additional courses at this time.

Beedie School of Business Courses

Global Strategy – Jeremy Hall, PhD / Daniel Shapiro, PhD

Examines elements of strategic thinking, strategic analysis, the tasks and processes associated with strategy formulation and implementation, and the implications of aligning operations and culture of an enterprise to match the requirements of its strategy in a global context.

Cross-Cultural Management – Dave C. Thomas, PhD and Rosalie Tung, PhD

In this course students will develop “cultural intelligence through exposure to the dilemmas and opportunities that arise within international and multi-cultural work environments needed when dealing with a global business environment. Strategies for adopting organizational practices that address these issues will be discussed. The focus of the course is on the interaction between people in international work settings rather than interactions between specific countries and/or cultures. The second part of the course addresses the human resources implication of global business, including the significance of multinational complexity and diversity (cultural, economic, demographic, etc.) as well as the interplay among human resource functions (employee procurement, allocation, utilization), types of employees, and countries of operation.

FIA Courses

Corporate Social Responsibility: an integrative approach.

In this course the student will understand the rationale and concepts supporting a “triple bottom line “ approach to measuring the firms results, and will understand the challenges and approaches to mobilizing for change and interacting with stakeholders to develop sustainable business practices, with a special emphasis on the relationship between government, business and society in Latin America and in developing countries in general.

Strategic Managment for Emerging Markets

On completion of this course the student will have an understanding of the challenges and practices in developing products, services and business models to cater to the needs of dynamic  emerging markets, which combine wide extremes of purchasing power, as well  social and cultural differences, so as  to achieve and maintain competitive advantages over the evolving  life cycle of products and consumers.  The rapid growth of population in emerging economies make this understanding an essential knowledge component for the international manager. 

ITAM Courses

Family Business

At the end of this course, the student will know the particular characteristics of family enterprises and will recognize its great potential for development as well as the risks involved.  The student will assimilate basic ideas for the management of these enterprises, basically focused on the prevention of conflicts, and will have important elements to plan the continuity of the company.

Competitiveness and Strategy

In order to thrive, firms, regions and countries need to constantly find ways to remain competitive. This course will present the driving factors behind different levels of competitiveness, and clarify the interaction between these different levels. The course will provide alternative frameworks for analyzing the competitive environment, as well as tools to create and implement strategic alternatives to prosper within a changing environment.

Vanderbilt (Owen) Courses

Creating and Launching New Ventures for Organizational Growth- Michael Burcham

This course combines all the functional disciplines of business, while stretching your creativity and inventiveness. When creating a new business unit within an existing enterprise, executives need to call upon the same skills required of classic entrepreneurs, albeit with additional complications of the existing parent organization and its objectives and culture. In this course, students examine the planning, funding and post-funding stages of new ventures—from refining the business plan to getting up and running. This  includes the legal creation and structuring of your business; the execution of the product or service development,; developing the go to market strategy, positioning and market influencers;  developing strategies to win them over; building your revenue forecast and creating your strategic alliances. The goal of the course is to help you understand how to create businesses that are scalable and worthy of the attention of your CEO and the investment community.  

Leading a Global Innovation Strategy: Overcoming The Six Innovation Barriers in Organizations &8211; David Owens

Everybody wants innovation—or do they?  This course presents a framework for understanding how individuals and organizations sabotage their own best intentions to encourage creativity and “outside the box” thinking. Professor Owens demonstrates that the antidote to this self-defeating behavior is to identify which of the six major types of constraints are hindering innovation: individual, group, organizational, industry-wide, societal, or technological. Once innovators and other leaders of organizational change understand exactly which constraints are working against them and how to overcome them, they can create conditions that foster innovation instead of stopping it in its tracks. Upon completion students will able to: understand the most common causes of innovation failure, assess innovation capabilities in themselves and their organizations, diagnose the constraints that stand in the way of a successful innovation, become better at idea-generation and assessment, and develop a successful innovation strategy for their organizations.