Subject: EMBA

Term: Fall 2010

EMBA 417: TEAMS (100/33080)

M 08:00-05:30 PM Aug 23-Aug 23

Fry, R

This course enables the formation of E.M.B.A. study groups and classroom learning environment by introducing participants to their adult learning styles, models of group decision-making, theories of team development and rules of engagement for effective learning teams.

EMBA 432: Application Project II (100/33082)

W 12:45-02:15 PM Aug 18-Dec 04, S 12:45-04:30 PM Sep 11-Sep 11, S 12:45-04:30 PM Oct 23-Oct 23, S 12:45-04:30 PM Nov 13-Nov 13, S 12:45-04:30 PM Dec 04-Dec 04

Morrison, A

This is an experiential course built around a live project in the student's organization. The project will focus on improving a business process or making a challenging strategic decision. Students must lead a team to do this project. The team will analyze the current situation and diagnose its problems or opportunities, creatively envision new possibilities, evaluate potential improvements and recommend and begin to implement appropriate solutions. Students will learn the generic problem solving approach used by many major consulting firms and how to apply it in their organizations. They will also investigate techniques for process analysis and project management. The outcome of the project will be a concrete result for the organization.

EMBA 436A: Accounting for Business Executives (100/33101)

R 03:30-05:30 PM Oct 07-Oct 07, R 10:15-12:15 PM Nov 18-Nov 18, F 01:15-03:15 PM Nov 19-Nov 19, S 01:15-05:30 PM Nov 20-Nov 20

Pahoresky, P

This course is an introduction to financial and managerial accounting, rather than a course in introductory accounting. This course is designed for the business professional and is intended to prepare the student to use the information prepared by accountants. It will not dwell in detail on the technical aspects of accounting or bookkeeping. In addition, this course is designed to help the student become an effective user of cost information, from the perspective of parties internal to the firm. This aspect of accounting is a compilation of techniques rather than a set of rules. Since the information is for private use, the goal is to create the most meaningful and useful data for use by managers. Assignments will be designed to develop the student's ability to analyze and interpret accounting data and to more effectively utilize accounting data in day to day business decisions. Finally, this course is intended to strengthen abilities to identify problems and opportunities, to search out and analyze desired information leading to a well-reasoned conclusion, and to perform sensitivity analysis around that conclusion, using financial information. This course is part of a two (2) course sequence. Students will receive a grade of "R" at the end of the Fall Semester; the "R" will then be changed to the appropriate grade at the end of the Spring Semester.

EMBA 437A: Economic Analysis for Managers (100/33102)

R 08:00-12:15 PM Oct 07-Oct 07, R 01:15-05:30 PM Nov 18-Nov 18

Dubin, R

This course, which is limited to students in the Executive M.B.A, program, explores the basic elements of the economic system which the executive needs to know in order to understand how the firm interacts with the system and how economic factors affect decision making. This course is part of a two (2) course sequence. Students will receive a grade of "R" at the end of the Fall Semester; the "R" will then be changed to the appropriate grade at the end of the Spring Semester.

EMBA 438A: Business Statistics And Quantitative Analysis (100/33116)

R 08:00-10:00 AM Aug 26-Aug 26, FS 08:00-10:00 AM Oct 08-Oct 09, F 10:15-12:15 PM Nov 19-Nov 19, S 08:00-10:00 AM Nov 20-Nov 20

Mathur, K

In this course, students study the use of modern quantitative and business statistics to support the executive decision-making process. With the help of computer software,, the models examined assist in describing and analyzing problems and suggesting possible managerial actions. The techniques discussed include tools for decision making under uncertainty including regression analysis. This course is part of a two (2) course sequence. Students will receive a grade of "R" at the end of the Fall Semester; the "R" will then be change to the appropriate grade at the end of the Spring Semester.

EMBA 439A: Corporate Finance (100/33117)

R 10:15-12:15 PM Aug 26-Aug 26, FS 10:15-12:15 PM Oct 08-Oct 09, RF 08:00-10:00 AM Nov 18-Nov 19, S 10:15-12:15 PM Nov 20-Nov 20

Singh, A

The central organizing principle of this course is to familiarize the class with the basics of valuation. This first course in finance introduces the tools and methods employed in valuation of projects and corporate securities. Valuation involves the determination of (i) cash flows of the firm, project or financial assets and (ii) the discount rates that are used to compute the present values of the cash flows. Asset pricing models provide the underpinnings for the development of the discount rates. The material is synthesized in capital budgeting exercises which are cost-benefit analyses of capital project cash flows to evaluate whether they are value enhancing. This course is part of a two (2) course sequence. Students will receive a grade of "R" at the end of the Fall Semester; the "R" will then be changed to the appropriate grade at the end of the Spring Semester.

EMBA 441A: Leading Change: Self (100/33081)

TW 08:00-12:15 PM Aug 24-Aug 25

Smith, M

The primary objective of Leading Change: Self is to learn a method for assessing your knowledge, abilities, values, and interests relevant to leadership and executive management so that you will be able to develop and implement a plan for enhancing your leadership and executive capability throughout your career and life. The enabling objectives are: (a) To systematically identify your current and desired capability (i.e., knowledge, abilities, values, and interests); (b) To develop an individualized learning agenda and plan for the next 3-5 years; and (c) To explore techniques to assist others in doing the same. This course will explore questions, such as: Who are effective leaders? How are they different than managers? How do they think and act? What makes us want to follow them? How are leaders developed? How can people help others become effective leaders? What type of leader do I want to be? And, what can I do to become that type of leader? The course will take place over two semesters - Fall and Spring. This course is part of a two (2) course sequence. Students will receive a grade of "R" at the end of the Fall Semester; the "R: will then be changed to the appropriate grade at the end of the Spring Semester.

EMBA 444: Execution/Change (100/32461)

Staff

The global business landscape is littered with expansive, well intended strategies that failed. Why? Often because leaders fail to identify and invest in the full range of the projects required to support those strategies. Even as strategists break their plans into doable chunks, they seldom work with project leaders effectively. Many leaders neglect to revise their company's strategic portfolio to fit the demands of the dynamic environment and they lose touch with strategic initiatives long before all ports are transferred and outcomes are realized in operations. In this course, we will expose you to concepts and tools by which you can set the purpose, communicate goals, carved the goes out into discrete projects with measurable outputs that will give clear line of sight or people lower in the organizational hierarchy about what the purpose is. This clarity about the purpose and goal congruence is the critical elements of successful execution.

EMBA 446: Managing Risk and Real Options (100/20648)

R 12:45-04:30 PM Aug 19-Aug 19, F 08:00-11:45 AM Aug 20-Aug 20, F 08:00-11:45 AM Sep 10-Sep 10, S 10:15-04:30 PM Oct 02-Oct 02, F 08:00-11:45 AM Oct 22-Oct 22, F 08:00-11:45 AM Nov 12-Nov 12, F 08:00-11:45 AM Dec 03-Dec 03

Ritchken, P

The course seeks to help corporate managers understand how financial design can be used to advance the goals and strategies of the firm. In the Finance course, you concentrated almost exclusively on the firm's capital expenditure decision. You studied in great detail the discounted cash flow model, NPV, how you get your cash flows, and how you discount according to risk. Now we move to the other side of the balance sheet to look at how the firm can finance these expenditures. The first part of this class provides the basic building blocks of financial engineering which begins with call and put options. The course focuses on using derivatives (calls and puts) to change a firm's risk profile with respect to equity, interest rate, foreign exchange, credit, and commodity risks. We look at capital structure decisions and securitization issues and discuss what it means to create optimal structures. Almost immediately we will tie this to our financial crisis and obtain an appreciation for financial designs that could be setup so as to enhance firm value, mitigate systemic risks, or accomplish specific sustainable goals in a global economy. The second part of the class is geared towards real options and its relationship to strategic planning. In competitive markets, no one expects to formulate a detailed long-term plan and follow it mindlessly. As soon as we start down the path, we begin learning about business conditions, competitors' actions, and so forth and we need to respond flexibly to what we learn. Unfortunately, the financial tool most widely relied on to estimate the value of strategy, DCF, assumes that we follow a predetermined plan, regardless of how events unfold. A better approach to valuation would incorporate both the uncertainty inherent in business and the active decision making required for strategy to succeed.

EMBA 447: LEAD III (100/20563)

F 12:45-04:30 PM Aug 20-Aug 20, F 02:30-04:30 PM Sep 10-Sep 10, F 12:45-04:30 PM Oct 22-Oct 22, F 02:30-04:30 PM Nov 12-Nov 12

Smith, M

The primary objective of Leadership and Executive Assessment and Development (LEAD) is to learn a method for assessing your knowledge, abilities, values, and interests relevant to leadership and executive management so that you will be able to develop and implement a plan for enhancing your leadership and executive capability throughout your career and life. The enabling objectives are: (a) To systematically identify your current and desired capability (i.e. knowledge, abilities, values, and interests); (b) To develop an individualized learning agenda and plan for the next 3-5 years; and (c) To explore techniques to assist others in doing the same. In this third module of the three-module series you will pull together elements from the first tow modules to construct an individualized learning plan for your future growth and development.

EMBA 450A: Managerial Marketing (100/33118)

RF 01:15-03:15 PM Oct 07-Oct 08, S 01:15-05:30 PM Oct 09-Oct 09

Reddy, M

This course is designed with three overarching objectives. The first is an emphasis on decision making in a broad range of market contexts. The second objective builds on the notion that decision making is dynamic; that is, market situations demand not just one good decision but a series of them as a situation unfolds (providing new and varied information for each subsequent decision). Integrating concepts from a number of the courses that you are taking concurrently into decision-making about markets is a final objective. This course is part of a two (2) course sequence. Students will receive a grade of "R" at the end of the Fall Semester; the "R" will then be changed to the appropriate grade at the end of the Spring Semester.

EMBA 451: Business Model Design (100/32907)

TWRFS 01:15-05:30 PM Aug 24-Aug 28

Chatterjee, S

In most companies the process of designing business models is an ad hoc process and in my opinion an inefficient process. In this course you will learn a systematic but iterative process to do this. We will expose you to some broad categories of business models and internalize the basic logic of how to make money in each of these categories. The first step is to recognize which of these categories is most applicable to your business. The second step is to customize these broad patterns to the specifics of the business at hand. This seems easy because everything is in English and there are no hard formulas to figure out. However, unless you discipline yourself to systematically go through a structured process (there are other equally valid processes than the ones you'll be exposed to) it is very easy to fall into the ad hoc trap. You will internalize this process by applying it over a wide range of business situations that will give you confidence in its applicability to any business opportunity. After the completion of this course you should be quickly able to draw the outline of a business model for any business opportunity that you're considering.

EMBA 457: International Trade and Finance (100/33083)

WR 08:00-11:45 AM Aug 18-Aug 19, S 08:00-11:45 AM Sep 11-Sep 11, S 08:00-10:00 AM Oct 02-Oct 02, S 08:00-11:45 AM Oct 23-Oct 23, S 08:00-11:45 AM Nov 13-Nov 13, F 02:30-04:30 PM Dec 03-Dec 03, S 08:00-11:45 AM Dec 04-Dec 04

Erdilek, A

This course consists of two parts. The first part deals with the global trade and direct investment environment. It covers the theories as well as the political economy of international trade and foreign direct investment. Its aim is twofold: (i) to enable an understanding of such technical issues as to how the effects of tariffs and quotas differ or how free trade areas and customs unions differ; and (ii) to provide a systemic view of how government policies and corporate strategies interact in changing the global trade and investment environment of business. The second part of the course deals with regional economic integration and the global monetary system. Its aim is twofold (i) to enable an understanding of such technical issues as to how different stages of economic integration such as free trade areas and customs union differ; how the foreign exchange market functions in terms of different hedging instruments in the context of the international monetary system; and (ii) to provide a systemic view of how government policies and corporate strategies interact in changing the global trade and financial environment of business.

EMBA 472: Appreciative Inquiry (100/33084)

S 08:00-04:30 PM Aug 21-Aug 21, F 08:00-04:30 PM Oct 01-Oct 01

Fry, R

Participants in this course will be challenged to enhance their leadership capacity by assessing and analyzing the knowledge, abilities, values and interests relevant to executives. The course will also explore the art of reading and understanding organizations in ways that help us imagine, design, and develop organization excellence.

EMBA 473A: Leading Change in Dyads and Teams and Beyond (100/33450)

F 08:00-10:15 AM Aug 27-Aug 28, F 03:30-05:30 PM Nov 19-Nov 19

Boyatzis, R

Sustainability of effective leadership is necessary for adaptive, resilient organizations and for the health and functioning of the leader. Chronic stress results in diminished cognitive functioning, as well as poor health and a contagion of negative mood in organizations. The latest advances in social neuroscience and endocrinology will be used to develop an understanding how someone in a leadership position can renew themselves and mitigate the ravages of chronic stress. Examining leadership in dyads, the course will focus on how to coach others toward renewal, sustainability, and effective leadership. In the context of an International Change Theory and complexity concepts, the course will also examine in detail how to lead and develop teams to be effective. This course is part of a two (2) course sequence. Students will receive a grade of "R" at the end of the Fall Semester; the "R" will then be changed to the appropriate grade at the end of the Spring Semester.