Courses
Note: Please visit "New for 2012-2013" for the newest updates to the EMBA curriculum.
The objective of the Rutgers EMBA program is to maintain a uniquely practical, current, and relevant approach to business education. The pedagogic philosophy of the program is, "How will today's class actually help the Executive MBAs at work next week?" To this end, we choose faculty from a pool of over 145 professors from our Newark and New Brunswick campuses to ensure that our most effective professors teach in the Executive MBA program.
In keeping with our desire to stress the practicality of our EMBA curriculum, we regularly invite seasoned veterans from industry to teach specialized courses. For example, our highly regarded Strategy/Business Policy course is taught by a former senior executive of a large IT company who has been designing and implementing strategy for over 25 years, while the elective in Global Strategic Marketing is taught by another former executive who personally headed the global marketing units of several Fortune 500 companies.
The Rutgers Executive MBA program has a well-deserved reputation of adapting quickly to changes in the business world. Hence, please note that course content described below is very likely to change substantially every year; the current descriptions are only general outlines.
- Aggregate Economic Analysis is a course in applied macroeconomic policy analysis. Current global fiscal and monetary policies and their effects on inflation, output, employment, interest rates, and exchange rates are analyzed.
- Business Statistics introduces the use of statistical methods and probability theory in the analysis and modeling of business problems. Examples and applications are drawn from such settings as market research, quality control, and production.
- Legal Environment introduces the legal environment in which management functions. Studies the law of corporations as a system for affecting relationships among the corporation, its shareholders, employees, managers, and society. Exposes the student to managerial aspects of antitrust and securities law as well as to current questions regarding business's role in society.
- Organizational Behavior - Roles and Tools, taught by a veteran in leadership development at IBM for 32 years, explores cutting-edge roles and tools that Leaders and Managers must employ to synergize the creativity at the workplace. A key focus of the class is managing, leading and mentoring teams in the global workplace.
- Executive Skills: This short module focuses not on theory and cases, but on the hard-hitting and absolutely vital skills that are necessary in today's global executive.
Sessions include:
- Presentation Skills: Voice projection, eye contact, audience management, modulation, optimal PowerPoint. Prof. Jim Smith will be conducting two sessions during the week-in-residence.
- Business Etiquette: Europe, presented by Prof. Karen Fenner
- Business Etiquette: China, presented by Prof. Rob Pridgen in Semester 2 (Spring).
- Managing Change: Strategic and Personnel issues. This 2-session module presented by Prof. Sharon Lydon takes conventional “Case Discussions” to a uniquely higher orbit. Dr. Lydon presents the case of the merger of two financial giants in 2010 and the potential crisis that was averted just weeks before the actual merger! The impressive feature of this module is that Prof.Lydon actually has managed to bring-in the key players of the merger—the CEO of one of the major banks—as participants in the final session. This session captures the highly current and relevant focus of the REMBA curriculum: Here we have a 2010 case presented just a few months later, with the actual proponents commenting on the student analyses and participating in a panel discussion.
- Leadership Lessons from History: Gettysburg, Lincoln, Lee and Grant, conducted by Prof. Isenberg in year 2.
- 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.
- Financial Management provides managers with a strong foundation in financial data analysis and decision making. Topics include valuation, risk and return, net present value, cost of capital, capital structure, working capital management, international finance, and risk management.
- Financial Accounting focuses on the use of accounting information systems to support valuation, resource allocation, planning, capital management, production, costing, marketing, control, and performance evaluation decisions.
- Managerial Economics focuses on real-world management decisions and market analysis. Product pricing, profit maximization, optimal production, and market structure-based strategic pricing are included.
- International Business introduces managers to the major international influences on their future decisions and to basic analytical tools, such as country risk assessment, hedging of foreign exchange risk, and cost-benefit analysis.
- Analytical Techniques for Decision Making covers model-building techniques for business applications. Topics include the use of linear programming, inventory theory, and systems analysis.
Summer (June) following Semester Two:
- Students attend a 10-day program in China (Beijing and Shanghai).
The REMBA Advantage and the Cycle of One
In addition to well-recognized strengths in Strategy and Finance the Rutgers EMBA program has uniquely different features that truly separate the program from other major programs. Two prime examples are The REMBA Advantage and Cycle of One. Both of these are distinctly “REMBA” innovations and both are most certainly high-value added components of one of our premier programs here at Rutgers Business School.
The REMBA Advantage
REMBA Advantage I, II, and III are a series of short skills-based modules that are presented in the first, second and fourth semesters. Modules range from just one 3.5 hour class o a series of sessions, and can be either pass/fail or for credit. These modules are taught only by superstars in the field—professors who can synthesize cutting-edge theory with real practical skills.
Some examples of topics covered in The REMBA Advantage series are:
- Presentation Skills
There is a very distinct emphasis in REMBA on ensuring that our graduates become senior executives with formidable presentation skills. REMBA CEOs will make memorable presentations without the crutch of PowerPoint, but, instead, by relying on the vitally important “look them in the eye and nail the presentation” philosophy. Being able to make superb presentations is an imperative for getting that corner office on the top floor, and at REMBA we ensure that all our graduates have the tools to get there. - Business and Cultural Etiquette
Cultural awareness and sensitivity have become invaluable traits of successful business executives in a global supply chain environment. These modules review and role-play common social mistakes and business gaffes in Europe and China business and social events. At REMBA we ensure that Rutgers EMBAs have the social tools to succeed in all the major business cultures, be they in the US, Europe or Asia. - Leadership Lessons from History
As the planet grapples with global Leadership crises, REMBA reaches back into History to search for great leaders and their role in shaping history, and then applying their lessons to the present. These hard-hitting and highly evocative modules highlight great leaders such as Abraham Lincoln, Dr. Martin Luther King, John F. Kennedy, and Nelson Mandela. This distinct Rutgers innovation is taught by a truly dynamic team of professors who will transpose the leadership lessons to the present and bring the historical cases to the real world. - Innovation and Art History
Yet another uniquely REMBA innovation are two extremely popular sessions on the role of Art in innovation and vice versa. The only way United States will break out of the Great Recession is with more innovation; this is our life-blood. Without innovation, we are doomed. This module includes a visit to the Newark Museum—a veritable gem located only 5 minutes walk from the business school—and attempts to highlight the very distinct and important links between Art and innovation.
The above topics are just some examples of modules recently added to the program. Updated information on new modules can be found at REMBA Updates.
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.
- Marketing Management is centered on the marketing concept and its impact on strategic decision-making processes. Product, pricing, promotion, and distribution decisions along with market segmentation and marketing under uncertainty are included.
- Supply Chain Management analyzes the global supply chains that characterize production in a technology-driven economy. This course discusses in detail how today's companies 'live and die' by their supply chains.
On September 14, 2011, the Rutgers EMBA class 2012 visited the Starbucks Roasting Plant in York, PA as part of the Operations and Supply Chain Management process. The York plant is the largest of their four coffee roasting plants in the US. Starbucks is ranked 22nd by Gartner Research for their excellence in supply chain management.
During the visit, the EMBA class learned about the end-to-end coffee supply chain (from coffee bean to the retail store) as managed by Starbucks. The plant tour included the entire operations from receipt of the raw coffee beans, through the blending and roasting process, the packaging process and final delivery and distribution of the product. Also of note is the tremendous work that Starbucks does to create a world-class culture at the plant and throughout their company. - Financial Statement Analysis and Forensic Accounting are condensed modules designed to expose participants to updated "must know" topics. The former portion on Financial Statement analysis discusses "forensic accounting" by employing cases that include actual financial statements. This module also includes aspects of cost accounting and investment analysis.
- Business Strategy develops a general management approach to strategic planning and policy formulation, integrating material from the balance of the program.
Students have a choice of three electives in the Executive MBA program. The Summer Program in China counts as an elective, thus bringing the total number of electives to four. Electives offered in recent years include International Trade and Macroeconomics, Investment Analysis, Advanced Financial Management, Entrepreneurship, Marketing Strategy, Strategic Brand Management, Financial Institutions and Markets, New Product Design and Innovation, and Managing Technology and Change.
From Spring 2013, three Supply Chain Management (SCM) electives will supplement the core SCM course, to offer an additional array of choices offered to EMBA students. These courses offered by the Rutgers Business School’s SCM department, ranked #3 in North America, will include Procurement and Global Sourcing, International Project Management, and Supply Chain Environmental Management and Green Purchasing.
Students who wish to obtain a concentration in an area (Finance, Marketing, or Supply Chain Management) will need to take all three electives in that particular area -- more details at the Open House or in the interview with Prof. Langdana.
Please note that while Finance, Marketing, and now, Supply Chain Management, are clearly the three most popular areas of specialization with our EMBAs, a very large proportion of recent EMBA graduates have opted not to have any particular specialization, but instead have chosen a more generalist selection of higher-level electives. Some have also opted to choose courses in our highly regarded Pharmaceutical Management program, as described below.
In addition, students may decide to take one or more electives from the full range of courses offered in the Rutgers Business School’s Full-Time MBA Program and the Flex MBA (formerly, Part-time) program on either the Newark or the New Brunswick campuses. Such courses may be taken in any term. Students may also satisfy up to two of their elective requirements through independent study with a member of RBS. Such independent study courses must be approved in advance by the director of the Executive MBA Program.
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
- The Health Care Industry and the Role of Pharmaceutical Companies (22:373:622)
- R & D, Product Development, and the Product Life Cycle Management (22:223:607)
- Legal, Regulatory, And Ethical Issues In The Pharmaceutical Industry (22:373:621)
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 just 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 on the evenings (6-9pm). Out of the six electives, three (The Healthcare Industry, Legal 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 in the weekends, most of the courses are taught by the pharmaceutical industry executives (currently, 4.5 courses are taught by industry executives).
The program is sponsored by seven pharmaceutical companies: Bristol-Myers Squibb, Eisai, Johnson & Johnson, Merck, Novartis, Organon, and, Roche. An Advisory Board with members from these companies oversees the program. They interview applicants to award full scholarships to a select group of entry-level students.
The students will mostly range from high-GMAT entry-level material to a few more seasoned executives currently in the Rutgers part-time (evening) MBA program.
The sponsoring companies take turn to arrange seminars every month on their sites for our pharmaceutical students.
