EMBA Curriculum

REMBAs in Shanghai—Graduation Dinner

 

Note: Please visit "New for 2014-2015" for the newest updates to the EMBA courses.

The objective of the Rutgers EMBA program is to maintain a uniquely practical, current, and relevant approach to business education. The philosophy of the program is, "How will today's class actually help the Executive MBAs at work next week?" The relentless pursuit of this objective has been largely instrumental in our global rankings.

We choose faculty from a pool of over 160 professors from our Newark and New Brunswick campuses to ensure that the professors in the Executive MBA program are not just experts in their fields, but are also extraordinary communicators in the classroom. In addition, to ensure the applicability of our EMBA curriculum, we regularly invite seasoned veterans from industry to teach specialized courses. For example, our highly regarded Business Strategy course is taught by a former senior executive of a large IT company who has been designing and implementing global strategy for over 25 years.

Our program has a well-deserved reputation of adapting quickly to changes in the business world. Hence, please note that the courses described below are very likely to change every year; the descriptions presented here are only general outlines.

 

Semester One

  • Aggregate Economic Analysis is a course in applied global macroeconomic policy analysis. Current global fiscal and monetary policies, budget and trade deficits, global capital flows, and their effects on inflation, output, employment, interest rates, stock prices, housing bubbles, commodities, and exchange rates, are analyzed. Current macroeconomic policies in the U.S., Europe and Asia are also analyzed and discussed.
  • Business Statistics introduces the use of statistical methods and probability in the analysis and modeling of business problems. Cutting-edge software applications coupled with a strong focus on the interpretation of computational results, yields powerful applicability to real-world decision-making. Examples are drawn from such settings as supply chain management, pharmaceuticals, health care, market research, quality control, and production.
  • Law & Legal Reasoning, an overview of business law within the context of law in general, studies the interplay of law, business and society, with an aim to implementing responsible and successful management.  Managers must develop legal literacy and an appreciation of the role of law in the effective and ethical management of their businesses.  Students learn how managers can use the law tactically and strategically to create solutions for business objectives without incurring undue legal or business risk.
  • Organizational Behavior explores approaches to analyzing organizations and understanding the role of leaders in the effective functioning of organizations. Topics include negotiation skills, motivation, managing change, ethics in business, managing diversity, team decision making, and leadership. Through class discussions, case analyses, simulations, and projects, students learn critical managerial skills.

 

The REMBA Advantage series is a unique distinguishing feature of the Rutgers Executive MBA Program.  The series features a sequence of stand-alone, hard-hitting modules sprinkled throughout the four semesters, with most modules driven by demand from current and former students and their employers.

REMBA Advantage I Sessions include:

  • Presentation Skills: Prof. Jim Smith conducts a session on voice projection, eye contact, audience management, modulation and optimal PowerPoint presentations. Prof. Matt Eventoff conducts a session that teaches EMBAs how to open, close and structure business communications to potential investors, Board of Directors and hostile audiences. 
  • Managing Change: Strategic and Personnel issues.  Prof. Sharon Lydon presents the case of the merger of two financial giants and the potential crisis that was averted just weeks before the actual merger in a 2-session module! The impressive feature of this module is that Prof.Lydon actually has managed to bring in a key player of the merger, the CEO of one of the major banks, as a participant in the final session. This session captures the highly current and relevant focus of the REMBA curriculum: Here we have a recent case, with the actual proponents commenting on the student analyses and participating in a panel discussion.
  • The "Cycle of One": When difficult Leadership decisions have to be made independently and unilaterally.  It is indeed "lonely at the top".  These small highly-interactive vignettes will be discussed by Prof. Langdana in his Aggregate Economic Analysis course.

 

The Cycle of One

This has been a unique feature of REMBA for several years now and certainly one of the big value-additions of the program. Quite simply, Cycle of One refers to the fact that managers begin their careers as lonely interns, then they power through their mid-career by mostly working in teams, but then at the end when they make it to the corner office at the C-level, they often have to make hard decisions alone; it is indeed “lonely at the top”. This progression characterized by the lonely intern, then the team player and then finally the CEO making difficult and poignant decisions alone is our Cycle of One.

Throughout the program, EMBAs participate in short Cycle of One exercises. An urgent situation—often a real-life example—that demands a quick decision from the CEO, is presented to the participants. The students (who play the part of the CEOs) are given about three minutes to quickly respond—they cannot discuss the situation or their options with any “team”. There is no coach, no mentor—the decision must be theirs and theirs alone and has to be made rapidly.

An example of a Cycle of One situation is “You are about to leave for a very important event—you are the keynote speaker at a globally televised event honoring you, and you are about to leave home. And just then, your Chief Operation Officer calls you frantically from Baltimore—there has been an accident in your contracted manufacturer there and your supply chain could be discontinued for 7-10 days. What do you do?”

At Rutgers EMBA, our Executives are trained to think on their feet, to think fast and to be bold enough to make rapid-fire decisions alone if and when they have to. Whoever says that the country needs leaders need look no further than Rutgers EMBA graduates.

 

Semester Two

  • Financial Management provides managers with a strong foundation in the essentials of financial management. Topics include discounted cash flow, stock and bond valuation, risk and return, capital budgeting, cost of capital, capital structure, working capital management and international finance.
  • Financial Accounting is a core class that teaches the language of business. It focuses on reporting, understanding and the use of accounting information to support valuation resource allocation, planning, capital management, production, costing, marketing, control, and performance evaluation decisions.
  • Managerial Economics explores the fundamental principles of different pricing strategies to achieve the objectives of a firm. What price should we use to maximize profit? Is it the same that will maximize our market share? What role do costs play when choosing a pricing strategy? How do we react to a competitor's price cut? This class will help you navigate through these and other related questions.
  • Analytical Techniques for Decision Making introduces model-building and analysis techniques for business applications.  Topics include the use of regression analysis for forecasting, linear programming, inventory management, and queuing (waiting line) analysis. Examples are drawn from many functional areas, including supply chain management, health care and the pharmaceutical industry, and production and service operations.
  • Supply Chain Logistics covers the key supply chain strategies that are needed for today's world-class global business. Topics covered include network design, forecasting, inventory management, strategic alliances, supply chain integration, procurement and outsourcing, customer value, international issues, and a review of supply chain software strategies. This course discusses in detail how today’s companies “live and die” by their supply chains.  This course incorporates a class trip to a company that truly exemplifies the power of Supply Chain in action. Past trips have included tours of companies such as FedEx, Pantone and the Starbucks distribution center in York, Pennsylvania.

 

Summer (June) following Semester Two:

 

Semester Three

  • International Business covers strategies for penetrating foreign markets, how changes in the global economic and cultural environment impact company decision making, and introduces basic analytical tools, such as country risk assessment, and hedging of foreign exchange risk. The approach is to translate theory and concepts into real-world management practice.  Issues such as outsourcing, offshoring, inshoring, and global supply chain strategy will be discussed in detail. 
  • Marketing for Decision Making presents the latest marketing tools and concepts that drive customer perceptions, purchase decisions, willingness to pay, and loyalty. Segmentation, positioning, and marketing mix decisions are discussed in detail. This core marketing course includes presentations by industry experts in Social Media Marketing and is the foundation for the marketing electives in the fourth semester that include Marketing Strategy, Web Analytics, Brand Management and Marketing Research.
  • Financial Statement Analysis is an advanced course that uses concepts from all aspects of business to understand and analyze the data being reported in financial statements. It also integrates aspects of forensic analysis. Special sections on Mergers and Acquisitions and Taxes are also included in the syllabus. The general principles, techniques, and tools taught in this course are fundamentally designed to judge the performance of any business corporations (big or small) anywhere in the world –public or private, in the manufacturing, retailing, or services sectors.
  • Business Strategy is a course that develops a general management approach to strategic planning and execution.  Integrating strategic ideas with concepts and tools from across the EMBA program, the course seeks to help students build the skills needed for leadership in real-world enterprises.  This course synthesizes topics from Finance, Accounting, Macroeconomics, Microeconomics, International Trade, Organizational Behavior, Leadership, Supply Chain Management, and Financial Statement Analysis, to plan, construct and execute the Optimal Business Strategy.
  • REMBA Advantage II - Professor Terri R. Kurtzberg presents the “Secrets of Successful Virtual Teams” module which focuses on helping each EMBA student become more effective at leading and participating in virtual team interactions. Both common virtual team problems and realistic solutions are discussed on topics ranging from early team interactions and building trust to coordination difficulties and leadership challenges. Problems created by electronic communication are also addressed.

 

Semester Four

  • Strategy builds on the Business Strategy course, and is concerned with the strategic management in multi-business firms such as GE and J&J.  Topics include Mergers and Acquisitions and Vertical Integration where the relationship between corporate headquarters and operating units is explored with an emphasis on developing real-world leadership skills.
  • Financial Strategy takes direct aim at providing a holistic exploration of how C-level executives manage the entire balance sheet, rather than just assets, in order to drive revenues by creating and sustaining comparative advantages in their product market.  Even the most forward-thinking and innovative business strategies are worthless if the firm doesn’t have access to the funds to implement them.  The class has a strong entrepreneurial focus and is particularly beneficial for those students who one day aspire to either run a company or own their own business.
  • International Trade probes the economic fundamentals that drive global trade, wages, capital, and exchange rates.  Topics such as off shoring, outsourcing and insourcing are discussed and the course also looks at whether or not manufacturing in America will return and if so where and in what form . Trade barriers such as tariffs, quotas, export subsidies, and non-tariff barriers are studied in the context of current trade disputes with the US and its major trading partners.  The course also explores  intra-industry trade with examples that include the Boeing Dreamliner and the Airbus A300.  We also  critically examine the role of “Strategic Trade” wherein tax revenues are deliberately used by governments to artificially create a comparative advantage and capture global market share in key “champion” industries.
  • REMBA Advantage III - Digital Marketing and Social Innovation is designed to provide future business leaders with the tools to properly understand the effect that the internet has on marketing strategy, product innovation, and comparative advantage. The course will examine how companies connect with customers, build brand value, and innovate in a new world of digital and social media. It will also address how leaders assess the investments and strategies required to build brands and drive revenue in a digitally enabled world.
    This course also combines several Executive MBA subjects including marketing, strategy, and finance to delve deep into how digital and social media, mobile computing, and big data change the traditional conception of marketing, new product development, value added strategies, and maintaining a competitive advantage in the world of digitally connected customers.
  • Choice of three Electives. Participants choose three electives out of a menu of nine.  Courses offered in recent years have included International Trade and Macroeconomics, Investment Analysis, Advanced Financial Management, Marketing Strategy, Marketing Research, Brand Management, Web Analytics, Supply Chain Environmental Management, Procurement and Global Strategy, and Project Management.  The summer program in China counts as an elective, thus bringing the total number of electives to four.  Students may obtain a concentration in an area (finance, marketing, or supply chain, for example) by taking all three electives in that particular area.  More details are available at Rutgers EMBA Open Houses or in admissions interviews.  
    Students may also take one or more electives from the full range of courses offered in any term of the Flex (or full-time) Rutgers MBA program.  In addition, students may satisfy up to two elective requirements through independent studies with professors of Rutgers Business School. Such independent study courses must be approved in advance by the EMBA program director.
    Here are some descriptions of recently introduced electives (please visit New for 2014-2015 for more information):
    • Web Analytics focuses on deriving actionable insights through the use of digital analytics. It provides a broad overview of key web analytics strategies, concepts, issues, challenges and tools. Some covered topics include: How to utilize quantitative and competitive tools to derive actionable insights, how to optimize web sites by incorporating testing and experimentation and analysis of emerging analytics in mobile and video.
    • Marketing Research provides a fundamental understanding of marketing research methods as employed by well managed firms and proposed by leading researchers in academia. This course is aimed at managers who are ultimate users of the research and are responsible for determining the scope and direction of research activities. This course provides students with a comprehensive toolbox and “hands-on” experiences with the full process of marketing research from problem formulation to research design, data collection methods, questionnaire design, and data analysis. The emphasis is on the interpretation and application of these tools in making real life marketing decisions.
    • Brand Management addresses critical emerging issues pertaining to the art and science of branding as well as its marketing and cross-functional dimensions. Some of the managerial and strategic challenges pertaining to brand management are: How can firms effectively position their brands to remain competitive in the marketplace? How does a firm optimize its brand architecture through  product-market choice in this new globalized world? How can building, managing, and leveraging brands contribute to creating customer value? How can we measure brand equity both at corporate and product levels? What is the role of innovation in marketing and brand building? How does marketing relate to corporate strategy in new and extant, large and small, and public and private firms across consumer, business-to-business, service and technology sectors? Business case studies, brand audits and research projects provide hands-on learning in marketing that allows participants to position themselves as brands and empowers them to be immediately effective in their cutting-edge business organizations.

 

Optional Pharmaceutical Management Concentration

To obtain a concentration/major in Pharmaceutical Management, students need to take six courses in the RBS-Pharmaceutical program. They are:

The Pharmaceutical Industry

  • Pharmaceutical Industry: Issues, Structure & Dynamics (22:223:607)
  • Legal, Regulatory, and Ethical Issues In The Pharmaceutical Industry (22:373:621)
  • U. S. Healthcare System & Pharmaceutical Managed Markets (22:373:622)

Pharmaceutical Marketing

  • Pharmaceutical Marketing Research (22:630:617)
  • Pharmaceutical Product Management (22:630:618)
  • Managing the Pharmaceutical Sales Organization (22:630:619)

Three of these can take the place of the 3 EMBA electives.  This leaves students with an additional 3 courses for the concentration in Pharmaceutical Management.

If students only plan on taking an elective or two in the Pharmaceutical Program (instead of a full concentration), they are welcome to do so.  Please note that the Pharmaceutical Program has courses scheduled during the day as well in the evening (6-9pm). Students vary from entry-level to more seasoned executives who are currently in the Rutgers Flex (part-time) MBA program. Out of the six electives, three (The Healthcare Industry, Legal, Regulatory and Ethical Issues, and Managing the Pharmaceutical Sales Organization) are offered in the fall and the other three in the spring semester. There are no course offerings in the summer or on the weekends.

The program is sponsored by several pharmaceutical companies that include Bayer, Bristol-Myers Squibb, Eisai, Johnson & Johnson and Novartis.

The sponsoring companies host industry seminars at their headquarters that provide pharmaceutical students with added exposure to contemporary issues and the opportunity to learn from and interact with industry executives.

Learn more about the Pharmaceutical MBA program.