The Rutgers Executive MBA curriculum is 57 credits—45 core credits and 12 elective credits. With the exception of the summer China program, all electives (3 courses, 9 credits) are taken in the final semester of the program. Additionally, you may choose to purse a concentration by taking all of your electives in the same area.
Fall Term - 1st Year - 12 credits
Click on each course title to learn more about the course.
Aggregate Economic Analysis (3 credits)
This 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 (3 credits)
This course 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.
Business Law for Managers (2 credits)
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 (3 credits)
What is "Leadership" in the context of today's highly global and highly digital/virtual workplace? What is Change Management and how can you leverage Change in a rapidly evolving technological landscape? How do you motivate your team? Your company? Yourself? How do you assign accountability to high-powered teams that are in, say, four different time zones with four highly diverse business cultures? What negotiations are expected, and in which cultures? And when are negotiations necessary and when are they are not? How does one analyze cases and write and present Consulting Reports?
In addition, a recently added component on Innovation Management is designed to help students understand the importance of innovation to the performance, and indeed, the survival of their companies. Is there an Innovation Ecosystem? Or is Innovation endogenous? Or should Innovation be outsourced if its not a Comparative Advantage for your company? Or does it not pay to be an Innovator---maybe its best to focus on a standardized product? If Innovation is to be cultivated at work, then how do executives optimally manage an ongoing innovation system?
This course is taught by a team of veteran professors, with each one being a subject matter expert in a particular aspect of Organizational Behavior. The course deploys class discussions, role playing, case analyses, simulations and projects to give participants hands-on skills to be deployed at work right away. Many of the topics also synergise strongly with the Powerhouse Advantage courses in Presentation Skills since the REMBA program really emphasizes strong proficiency in verbal and written communication skills.
Spring Term - 1st Year - 15 credits
Analytical Techniques For Decision Making (3 credits)
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.
Financial Management (3 credits)
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 (3 credits)
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 (3 credits)
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.
Supply Chain Logistics (3 credits)
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.
Fall Term - 2nd Year - 15 credits
Special Topics: China: Opportunities & Challenges (3 credits)
Summer China Program
The 10-day China Experience program happens the summer following the second semester, and brings students to Beijing and Shanghai for a unique business education experience. Because the trip occurs between semesters 2 and 3, credits are applied to semester 3.
*This course counts as one of 4 required electives.
Business Strategy (3 credits)
A course that develops a general management approach to strategic planning and execution. Integrating ideas and concepts from all across the EMBA program, the course seeks to help students build the skills needed for leadership in real-world enterprises. Agile exploitation of opportunities and responses to the marketplace are prime subjects. Using carefully-selected business cases from Harvard, Stanford, and others, we explore fundamental issues, often with intense, real-time debate, to prepare for management roles that involve significant responsibilities.
Topics include but are not limited to:
- Disruptive Technologies: strategies for the attacker and the attacked
- The role of organizational culture in fostering innovation or constraining it
- The elements of a business model and its potential to create competitive advantage
- Moving firms from failure to success: Is the problem in the financial performance, the market performance, or both; and what difference does it make?
- Fending off low-cost competition: It can be a rough world “out there”
- Core Competencies: When focus on them is critical and when it is not
Financial Statement Analysis (3 credits)
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, as well as a module titled "Models of Bankruptcy." 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.
Instructor: Suresh Govindaraj
International Business (2 credits)
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/Marketing Management (3 credits)
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.
Spring Term - 2nd Year - 15 credits
Digital Transformation, Disruption & Design Thinking: D3
This unique course delivers interdisciplinary perspectives on breakthrough ideas, innovation concepts, and the phenomena of creativity. It is a visual experience of entrepreneurial and intrapreneurial insights through engaging case studies. Through design-thinking, EMBA students will explore and analyze entrepreneurial mindsets, game-changers, technology trends, social networks, disruption, innovation for corporate enterprises, and "future-casting."
Instructor: Mukesh Patel
Financial Strategy (3 credits)
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 (1 credit)
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.
Strategy (1 credit)
This course builds on the Business Strategy course, and is concerned with strategic management in multi-business firms such as GE, J&J, Honda, and Danaher. Topics include: Dealing with technological disruption; Mergers and acquisitions; Vertical integration; and Relationships between corporate headquarters and the firm’s operating units. Balancing the need for speed with the requirement for thorough analysis, i.e. agility, is a recurrent theme.
Powerhouse Advantage III (1 credit)
Electives (9 credits)
In addition to the three core courses taken this term, you will also select 3 electives in the area of your choice. You may obtain a concentration by taking all three electives in a specific area—such as finance, marketing or supply chain management—or you may pursue a concentration in another available area of interest. Students may also concentrate in other areas offered by RBS (e.g., Pharmaceutical Management, Real Estate, etc.) or customize their own concentration through a combination of a Research Seminar (Independent Study or Consulting Project) and other courses offered within RBS.
Learn more about electives here.
Our class schedule is built for executives and professionals with full-time jobs and responsibilities that extend far beyond work. Mid-week, late-night classes after a 10-hour work day just won't work for most of our students—you need a schedule that complements your work and personal life and where you get the most benefit from your time in the classroom.
Rutgers Executive MBA classes run on alternating weekend days.
Sample Class Schedule
|7:30-8:30||Breakfast is served! Students use this time to get settled in and meet with their study groups.|
|8:30- 10:15||Financial Accounting|
|10:30-12:15||Financial Accounting (part 2)|
|1:15-3:00||Supply Chain Logistics|
|3:15-5:00||Supply Chain Logistics (part 2)|
For one week at the beginning of each semester of the program, our students participate in a week-in-residence—an intensive week of classes hosted at The Heldrich Hotel, New Brunswick where you will learn, work and eat with the classmates in your cohort.
This week is academically intensive and rigorous, but allows you to complete roughly 25 percent of your coursework for the semester.
Beyond the academic rigor, however, this week of living together with your classmates builds teamwork, provides networking opportunities and creates friendships and bonds that extend beyond the completion of the program. The week-in-residence is a cornerstone of the Rutgers Executive MBA.
WIR Sample Schedule
|9:00-10:45||Morning Session starts with Analytical Techniques|
|11:00-12:45||Continue with Morning Session|
|12:45-2:15||Lunch – Networking with first Year students and assigned mentors|
|4:15-6:00||Financial Accounting (part 2)|
|7:15-9:00||Evening Session, half session on Financial Accounting|
Learn more about electives available to you and the Powerhouse Advantage elective, a series of special courses and lectures that are a central part of your academic experience.