Subject: EMBA

Term: Spring 2025

EMBA 437: Economic Analysis for Managers (100/2668)

R 01:15-03:15 PM Jan 09-Jan 09, F 10:15-12:15 PM Jan 10-Jan 10, S 08:00-10:00 AM Jan 11-Jan 11, R 01:15-03:15 PM Feb 06-Feb 06, F 01:15-03:15 PM Feb 07-Feb 07, S 10:15-12:15 PM Feb 08-Feb 08, S 01:15-05:30 PM Mar 08-Mar 08, R 10:15-12:15 PM Apr 10-Apr 10, F 08:00-10:00 AM Apr 11-Apr 11

Votruba, M

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.

EMBA 439: Corporate Finance (100/2669)

R 10:15-12:15 PM Jan 09-Jan 09, F 01:15-03:15 PM Jan 10-Jan 10, R 03:30-05:30 PM Feb 06-Feb 06, F 08:00-12:15 PM Feb 07-Feb 07, F 01:15-03:15 PM Mar 07-Mar 07, S 08:00-12:15 PM Mar 08-Mar 08, F 10:15-12:15 PM Apr 11-Apr 11, S 10:15-12:15 PM Apr 12-Apr 12

Gupta, 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.

EMBA 442: Innovation (100/2656)

S 08:00-12:15 PM Jan 11-Jan 11, R 08:00-12:15 PM Feb 06-Feb 06, F 08:00-10:00 AM Feb 07-Feb 07, R 08:00-12:15 PM Mar 06-Mar 07, F 08:00-10:00 AM Mar 07-Mar 07, R 08:00-12:15 PM Apr 10-Apr 10

Agamanolis, S

Organizations are under continuous pressure to be efficient and productive in order to generate (often short-term) profit. At the same time they must innovate to remain competitive in the long-term. Innovation involves the generation, development, and delivery of new products, processes, or businesses. Intrapreneurs are those who can successfully bring new ideas to fruition in established organizations. Innovation in the context of an established organization requires that intrapreneurs fundamentally understand the dynamics of innovation and innovation management. This course introduces fundamental concepts associated with innovation in the context of an established organization.

EMBA 449: Contemporary Issues in Management (100/2675)

R 10:15-12:15 PM Jan 09-Jan 09, R 01:15-03:15 PM Jan 09-Jan 09, F 08:00-10:00 AM Jan 10-Jan 10, F 10:15-12:15 PM Feb 07-Feb 07, F 01:15-03:15 PM Feb 07-Feb 07, S 01:15-03:15 PM Feb 08-Feb 08, R 01:15-05:30 PM Mar 06-Mar 06, R 01:15-05:30 PM Apr 10-Apr 10

Bailey, B

This course is intended to address the contemporary issues in management to be decided by faculty and student interest. With the current global economic crisis, this year the course will focus on International Finance and Economics. In subsequent years, the topics will evolve as the global business climate changes.

EMBA 451: Strategy (100/10207)

R 08:00-10:00 AM Jan 09-Jan 09, F 08:00-10:00 AM Jan 10-Jan 10, S 10:15-12:15 PM Jan 11-Jan 11, R 08:00-12:15 PM Feb 06-Feb 06, R 08:00-10:00 AM Mar 06-Mar 06, F 08:00-12:15 PM Mar 07-Mar 07, R 08:00-10:00 AM Apr 10-Apr 10, S 08:00-10:00 AM Apr 12-Apr 12

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 471: Strategic Negotiations (100/10208)

R 03:30-05:30 PM Jan 09-Jan 09, F 03:30-05:30 PM Jan 10-Jan 10, R 10:15-12:15 PM Mar 06-Mar 06, F 03:30-05:30 PM Mar 07-Mar 07, F 03:30-05:30 PM Feb 07-Feb 07

Sheremeta, R

Research shows that less than 4% of managers reach win-win outcomes. And even on issues for which people are in perfect agreement, they fail to realize it 50% of the time. The reason for this is three-fold: (1) lack of practice, (2) lack of knowledge about the principles and strategies of negotiation, (3) systematic mistakes and biases. This course will address all three areas. The remarkable thing about negotiations is that, wherever they occur, they are governed by similar principles. In this course, participants learn the theory and processes of negotiation in a variety of settings. They will develop an understanding of the principles, strategies, and tactics of effective negotiation, enhance their ability to assess the variables in negotiations and the impact of interpersonal styles and personality. In a series of varied bargaining simulations and debriefings built directly around real business issues, this program provides participants with the opportunity to develop their negotiation skills. Each simulation will highlight the central concepts that underlie negotiation strategy. These concepts are the fundamental building blocks for planning negotiation strategy, managing the negotiation process, and evaluating the quality of negotiation outcomes. Participants will be able to expand their negotiation tool-chest, explore their personal style and its impact, identify specific areas for individual development, and develop greater strategic flexibility across situations and people by trying out new behaviors and strategies in a safe, supportive environment.

EMBA 473: Leading Change: Teams (100/2662)

S 01:15-05:30 PM Jan 11-Jan 11, S 01:15-05:30 PM Feb 08-Feb 08, R 01:15-05:30 PM Mar 06-Mar 06, R 01:15-05:30 PM Apr 10-Apr 10, F 01:15-05:30 PM Apr 11-Apr 11

Van Oosten, E

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. The short course will focus on how to coach others toward renewal and sustainability.

EMBA 476: Corporate Governance and Dialogues in Healthcare (100/2665)

R 08:00-10:00 AM Jan 09-Jan 09, S 01:15-03:15 PM Jan 11-Jan 11, S 08:00-12:15 PM Feb 08-Feb 08, F 10:15-12:15 PM Mar 07-Mar 07, S 10:15-12:15 PM Mar 08-Mar 08, F 03:30-05:30 PM Apr 11-Apr 11, S 01:15-05:30 PM Apr 12-Apr 12

Peck, S

The course incorporates insights from leaders in a number of dialogue sessions and is grounded in the following themes: -The role of the board of directors; -Leadership in healthcare organizations; -The CEO relationship to the firm's principal stakeholders (shareholders, board of directors, employees, customers) and the CEO's responsibility to give back (time and money) to the community; -CEO role in developing and maintaining the organization's vision, values and corporate culture.

EMBA 478B: Leading Design in Organizations (100/2666)

R 03:30-05:30 PM Jan 09-Jan 09, F 03:30-05:30 PM Jan 10-Jan 10, F 03:30-05:30 PM Feb 07-Feb 07, S 03:30-05:30 PM Feb 08-Feb 08, S 01:15-05:30 PM Mar 08-Mar 08, F 08:00-12:15 PM Apr 11-Apr 11

Yoo, Y

This course explores the ideas and methods of design as a new approach to management practices that is well suited to the changing environment that organizations face in contemporary culture and the emerging economic environment in the United States and abroad. It is a studio course as well as a seminar, because it is designed around a project that each student brings to the EMBA program, a project that is grounded in the issues and operations of the student's organization or in the kind of organization that the student wishes to explore. In addition to the yearlong project, the course will also include important readings in management and organizational literature that are relevant to the new direction of strategic thinking. Finally, the course will draw on the expertise of other faculty at the Weatherhead School of Management who will be called upon to share their practical expertise and theoretical knowledge in the development and execution of the student's management design project, whether in the area of vision and strategy, new product development of goods and services, operations, organizational design and configuration, or related topics. This is the second part of a two semester course.

EMBA 479: Leading Change: Society (100/2667)

F 10:15-12:15 PM Jan 10-Jan 10, F 01:15-03:15 PM Jan 10-Jan 10, R 01:15-05:30 PM Feb 06-Feb 06, F 01:15-05:30 PM Mar 07-Mar 07, F 01:15-03:15 PM Apr 11-Apr 11, S 08:00-10:00 AM Mar 08-Mar 08, S 08:00-12:15 PM Apr 12-Apr 12

Cooperrider, D

This course explores a proposition: that business, the motor of our society has the opportunity to be a new creative force on the planet, a force that could contribute to the well being of many. Our exploration and search is for "business as an agent of world benefit" and the questions are many: what does it look like, where is it happening, what are the market, societal and leadership enablers, and what are the results?