The Rutgers EMBA curriculum is constantly innovating in anticipation of, and in response to, industry trends.
- Core courses and electives are constantly updated to include new modules and sessions.
- Seasoned industry veterans are invited to teach sessions that make up the "Powerhouse Advantage" electives throughout your four semesters in the program. These are a series of courses, modules and special guest lectures.
- Powerhouse Advantage courses change frequently, and offerings may vary each semester, based on need and demand.
Learn more about our most current offerings by attending an open house.
Powerhouse Advantage Sessions
Executive MBA students take a one-credit elective called the Powerhouse Advantage throughout the program's 4 semesters. This elective comprises a series of stand-alone modules and lectures covering a variety of topics and given by experts across industries.
Lectures offered in your Powerhouse Advantage elective will vary from year to year based on interest and demand.
Click on each title to learn more about the session.
Command Presence: Owning the Situation
This module, taught by an EMBA alum and VP of Consulting at Diversity Inc., focuses on how business leaders must address their organizations in the most difficult situations—how to project the right tone; how to project the right “face” to your team in times of great crises; how to ensure morale by projecting confidence; and how to make rapid-fire decisions in times of turmoil. The goal for the students is to walk away understanding how to keep your team inspired and staying on mission for the organization in moments of chaos.
Instructor: Prof. Chris Wilson
Crisis Leadership and Change Management
It is 9/14 three days after one of the darkest days in the history of the United States. Smoke still hangs in the air from the attacks on the World Trade Center on 9/11. CEO of Broker Dealer Services and Executive VP at Bank of New York-Mellon, Art Certosimo, Rutgers grad and former Rutgers football player is in the meeting of his life. On the phone are General Colin Powell, Vice President of the US, Dick Cheney, and in the room with Art is Art's boss, President and CEO of BNY-Mellon, Tom Renyi (another Rutgers graduate). Also on the phone are the top generals of the US armed forces; the big brass are all there. The issue? The global market for US Treasuries---the safest investment on the planet---is about to melt down! The data is not moving from the safe-house in NJ to Wall Street. All normal data communications are down. And time is running out. If the market melts, so does American credibility, and so does our global financial standing. It is a terrifying prospect. Art 's job it is to fix this. Fast! What to say? What to do? How much to delegate? What comes first--family or country? How to operate without sleep for 3 days under intense global scrutiny? How to navigate the debris and chaos of the 9/11 attacks.
Learn the Art of Crisis Management in its purest form from a true leader, a financial guru, a story-teller extraordinaire, and a true friend of the Rutgers EMBA program, in his session in Semester One in the Executive Leadership course in the REMBA program.
Art's session will be comprised of two parts: (i) Leadership in a Crisis situation, described above, and (ii) Change Management. In the latter section, Art ill draw upon his extensive experience in the world of high finance to underscore real, practical techniques for enacting effective change. He will synthesize cutting-edge theory to his years of experience, and allow participants to experience first-hand the art and science of Change Strategy.
Companies are increasingly challenged to stay on top in a competitive business environment while keeping customers central to their business strategy. Leaders within these companies need to develop a strategy that ensures seamless customer interactions that are able to create strong brand loyalty. Unfortunately, many companies are still struggling to make this an integral part of their strategy. There are numerous tactics and approaches that must be in place to maximize your customers’ experience and their interaction with your business and staff. Customer Centric Strategy topics include; Fundamentals of Customer Experience, Customer Experience Strategy, Aligning Customer and Business Value, and Customer-Centric Organizational Leadership and Transformation, all of which are necessary for an effective customer experience team.
This module is taught by senior executive and renowned international speaker, Professor Ronnie Battista. In addition to co-creating the Rutgers Mini-Masters in User Experience Design (where he is both program director and lead adjunct professor), Ronnie teaches the bespoke corporate training for the Rutgers School of Business Executive Education program, working directly with corporations to help train their personnel on experience-driven transformation.
Digital Marketing and Social Innovation
This course 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.
Digital Transformation, Disruption & Design Thinking: D3
It is becoming increasingly clear-- if mature economies like the US, Japan, and Western Europe do not, or cannot, relentlessly innovate, they will be run over, displaced or disrupted by the juggernauts emerging from the most unexpected places from all parts of the world. But what drives innovation? Is it the Eco-system? Genetics? Supply- chains? Regulation? Technology? And once we identify the drivers, how can we leverage them? How can we strengthen our peripheral vision? How do we unleash human capital through the lenses of innovative and creative thinking? 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
Effective Business Writing
One of the less glamorous but absolutely necessary areas of “heavy lifting” in the business world—or any world, for that matter—is really effective writing. Beyond the speeches, the schmoozing, the PPT presentations and the conference calls is the real written report. And this simply must be perfect---it has to draw readers to the main points, and then reinforce them by making precise, concise, and convincing arguments. The written document has to ensure that readers with limited time and often limited attention are “getting your point”.
Prof. John Tintera, writer, publicist, publishing executive extraordinaire, and Rutgers EMBA alum, will be conducting this short course over the summer. He writes, “What’s the best way for executives to sell their proposals internally when they’re competing with other proposals for limited funds? How should executives communicate news that might not be very good---to their Boards of Directors? What do you write to the head of HR who is threatening to shrink the size of your staff? The perfect memo, report or even email can and does make all the difference, and conversely, we all know what a badly worded email can do---thud! We have all been there!” This intensive seminar will be completely hands-on. You will be guided through a series of writing exercises and given on-the-spot feedback. Grow your writing muscles and learn to say what you mean—and say it well—every time.
Instructor: Professor John Tintera
Exchange Traded Funds (ETFs)
In this module, students will get an overview of Exchange Traded Funds (ETFs). This hands-on session, leveraging the instructor's extensive experience in the world of indexes and ETFs on Wall Street, will equip Rutgers EMBAs with an overview of passive and active investment strategies implemented using ETFs, covering multiple asset classes while addressing the challenges, pitfalls, misperceptions, and opportunities involved.
Instructor: Professor Ronnee Ades
How to be an Effective High-Level Board Member
In this presentation, Frank Gatti, Rutgers EMBA graduate and CFO of ETS, focuses on common mistakes that new board members typically make, the responsibilities and fiduciary duties of board members, and challenges that one may encounter when serving on high-level boards.
Instructor: Mr. Frank Gatti
How To Make Ideas Stick
Why do some products and ideas catch on and others fail? Why do some people and firms gain steadfast loyalty and others never do? This class provides a toolkit for creating and delivering persuasive communication that engages people and changes their behavior. This course will be especially useful for students who must pitch their ideas to customers, investors, and potential employees and for students in the nonprofit sector where resources for spreading ideas are often thin.
Instructor: Professor Kristina Durante
Making Wise Decisions
The module will touch upon both how people actually make decisions as well as how they ought to make decisions to maximize organizational and personal outcomes and avoid mistakes. Common roadblocks to effective managerial decision-making, as well as tools to improve one’s ability to overcome such roadblocks, will be discussed. Students will participate in a high stakes decision-making exercise concerning whether to act on a potentially lucrative business opportunity that carries the risk of severe financial consequences should they perform poorly. You will later analyze a case that vividly illustrates just how challenging making wise leadership decisions can be, even for experts.
Instructor: Prof. Oliver Sheldon
In this session, the instructor focuses on voice projection, eye contact, audience management, modulation and optimal PowerPoint presentations. Additionally, there is a session teaching Executive MBAs how to open, close and structure business communications to potential investors, boards of directors and hostile audiences.
Instructors: Professors Jim Smith and Matt Eventoff
Strategic Media Relations and Crisis Communication
You are the CEO of a multinational conglomerate. A press release was tweeted from a local environmental group stating that your manufacturing plant is improperly disposing untreated and toxic chemicals into the community’s waterway. While the press release is inaccurate, your stock price has tanked since the story broke. You have an interview on CNN in five minutes. What do you say?
As leaders rise through the ranks, they will face issues that thrust them into the spotlight and threaten the corporate reputation for which they are responsible. A recent study found that 9 in 10 business leaders (94%, to be precise) admit that the senior executives in their companies need more training in core communication disciplines, such as reputation management and corporate communication.
Are you prepared?
In this module EMBAs are trained to deal with corporate communication challenges via strategic issues management, media relations and crisis communication.
Instructor: Kathleen Donohue Rennie, Ph.D.
Tax Issues: Basic Tax Principles Every MBA Candidate Should Know
In this module, the Rutgers Master of Accountancy in Taxation Program Director presents a complete overview of the tax-sensitive decisions entrepreneurs must consider when establishing a business, concentrating on those planning aspects which are the most tax efficacious. This session covers a wide array of topics, including what qualifies as taxable income, allowable exemptions, and permissible deductions.
Instructor: Professor Jay Soled
Powerhouse Advantage sessions change frequently. To learn about the most current offerings, attend an open house.
In addition to core courses and Powerhouse Advantage modules, you will take 4 electives. One elective is satisfied through the China Experience summer program, and in your final semester you will take three electives of your choice from a menu of classes.
You can pursue a concentration by taking all three electives in the same area—for example in finance, marketing or supply chain management, or you can mix and match them.
Additionally, Rutgers Executive MBA students may take any electives outside of the MBA program that may be offered in the traditional Full-Time MBA program, allowing the possibility of pursuing a concentration such as Real Estate Finance or Pharmaceutical Management. Please note that concentrations pursued outside of the Rutgers EMBA program may have additional credit requirements beyond the 57 required credits for the program.
Sample elective courses include:
Finance for the C-Suite
High-level executive decisions in today's specialized corporate world typically necessitate expertise in areas such as Hedge Fund Strategy, ETFs, Budgeting, Valuation, Real Estate Finance, Technical Analysis, Relationship Building, and the strategic and operational aspects of Mergers and Acquisitions. This hard-hitting Special Topics elective, taught by a carefully chosen medley of distinguished professors and industry experts, is re-engineered every year to ensure that cutting-edge subjects are being discussed in class.
Global Trade, Stage 3: Leading in a Nationalist-Protectionist World
“Back in the day, virtually all economists would be for ‘free trade,” writes, Professor Langdana who also is the Director of Rutgers EMBA. He calls this Global Trade Stage 1. “Then we had the globally connected economy, and the outsourcing thing happened, and virtual global workers started appearing in our living rooms via the internet---that’s Global Trade Stage 2,” explains Prof. Langdana.
This new course is a highly applied cutting-edge course that focuses on the fact that global trade is now on the retreat everywhere. Global Nationalism-Protectionism (NP) is the order of the day, and certainly rampant here in Trump-USA, and with Brexit in the UK, in France, in Germany and India, and certainly in China. This Nationalist-Protectionist (NP) world is Global Trade Stage 3, according to Langdana. The new course will explore: How should executives run global supply chains in this environment? What really should be offshored or outsourced? Or in-shored now that the US is making it more attractive to produce here by trying to level the tax field and by trimming government regulation? How will cryptocurrencies affect the pre-eminence of the dollar in global capital flows? Was Ricardian Trade theory misapplied? Is this why we have so many globally-disillusioned Americans, Brits, French, etc.?
Instructor: Professor Farrokh Langdana
Greenbelt In Lean Six Sigma (LSS)
Lean Six Sigma is a management philosophy used to achieve operational excellence by maximizing efficiency through change and incorporating the customer’s voice. “Lean” focuses on reduction of waste and “Six Sigma” focuses on variation.
This course is designed specifically for REMBA executives. Participants will learn how to use Lean Six Sigma quality, management and planning tools to achieve operational excellence in various industries including healthcare, IT, finance, education, pharmaceuticals and the public sector. In addition, they will learn how to manage change through various team dynamics and hard-hitting case studies. At the end of the course, participants will be eligible to get certified as a "Lean Six Sigma Green Belt Executive" after passing an exam.
Instructor: Professor Gurpreet Singh
International Trade and Macroeconomics
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.
Investment Analysis and Derivatives
This course is designed to expose executives to the universe of investments. In other words, explore the choices of investments that are available, their risk-return profile, and learn to create an optimal portfolio to set and manage preferences. The course begins with the measurement of return and risk, construction of a portfolio that minimizes risk for any given level of return, and develops normative models such as the capital asset pricing model and the arbitrage pricing model that prescribes what the risk-return relationship should be. Next, the course analyses individual securities such as money market securities, fixed income securities, equities and mortgage backed securities. The Derivatives portion of this course focuses on options, forward and futures contracts, their characteristics, methods to value these contracts, and discuss the use of derivatives in hedging.
This course provides a fundamental understanding of marketing research methods and 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 equips 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.
Instructor: Professor Karen Wang
Valuation and M&A Strategy
This module explores the theory and reality of mergers and acquisitions. Exploring differences in corporate governance philosophies, along with the role of financial institutions in an international setting, makes the inclusion of this module a testament to the timeliness of the Rutgers EMBA curriculum.
Instructor: Prof. Simi Kedia
This course explores critical emerging issues pertaining to marketing and brand management, such as: How can firms effectively differentiate their offerings to remain competitive in the marketplace? How does a firm optimize its product-market choice in this new globalized world? How can building, managing, and leveraging brands contribute to creating customer value? 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?
This course employs business case studies and research projects to offer 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.
Instructor: Professor Anubha Mishra
Capstone Consulting Project
Students will also have the option of enrolling in a Capstone Consulting Project elective to apply academic learnings to “real life” business projects within a tight schedule. This will provide students an opportunity to work on a project of their choice while enhancing project management, presentation, and team building skills, and utilize multifunctional methods and tools of analysis in problem-solving.
Instructor: Prof. Loubna Erraji
This course is focused on teaching the fundamentals of Project Management and to highlight its importance in the overall success of a firm. It will help you to clearly identify the critical areas of managing a project including: Selection, Scope, Planning, Timelines, Costs, Commitment, Risks, and Closure. We will discuss changes in scope, contingency, risks, input, buy-in, and other areas that sometimes lead a project astray. One of the most critical elements in the competitiveness and growth of organizations is project management. Projects are the drivers of innovation and change and no organization can survive today without the successful completion of projects. Furthermore, almost every MBA graduate may sooner or later be required to manage a project. This course will present the classical foundations of project management and introduce students to the world of real life project problems. Upon completion of this course, students will understand the basic concepts and critical factors of initiating, planning, organizing, controlling, and running a project. Course topics will include: project selection, project success factors, scope, planning, controlling and monitoring, time, cost and risk management, project organization, teamwork, and project closure.
Instructor: Professor James King
This elective presents web analytics through practical applications, with a focus on deriving actionable insights through the use of digital analytics. The course provides a broad overview of key web analytics strategies, concepts, issues, challenges and tools.
The course is designed to provide a framework to help marketers, businesses and students evaluate the effectiveness of websites by improving their company's bottom line. It also equips students with the mindset, concepts, terminology, knowledge, skills and processes in web analytics by utilizing real-world examples and projects. Students will analyze web analytics data from several e-commerce, lead-generation and content sites. In addition, students will work with Google Analytics, Omniture, comScore and more, to help solidify their learning of digital analytics.
Instructor: Professor Jing Suk
A Fresh, Dynamic Curriculum
The core and elective courses that make up the Rutgers Executive MBA curriculum are constantly being reviewed and updated in response to industry trends, so each year the content is fresh and immediately applicable to the situations you encounter at work daily.
Many of our core and elective courses are co-taught by our elite faculty who are known experts in their fields, top researchers and industry practitioners. So you get exposure to a variety of view points on critical business areas.
Below are examples of innovative modules that are incorporated into the curriculum's staple courses.
Click on each course title to learn more about the course.
This course focuses on case analysis and presentation of real-life, complex, and ambiguous situations. The goal is for students to understand the underlying dynamics of a business and their role as executives, while applying multidisciplinary concepts (i.e., strategy, leadership, innovation) to improve presentation skills, decision-making and problem solving.
Instructor: Professor Loubna Erraji
Demystifying and Exploiting Derivatives and Options
This module is part of the special topics elective "Finance for the C-Suite."
Derivatives have often been unfairly blamed for financial disasters by people who misused these instruments. The objective of this module within the Options course is to introduce students to the possibilities, potential, and pitfalls, that derivative instruments bring to the table for corporate and individual financial planning. The topics covered in this new course include the valuation of derivatives, incorporating derivatives in corporate financial planning, constructing hedge strategies, and discussions of the risks and benefits of derivatives. A unique offering, derivatives courses are not usually part of EMBA programs around the world.
Instructor: Professor Suresh Govindaraj
Driving the Bus: The Keys to Linking Business and Financial Strategy
This module is part of the Financial Strategy core course.
One of the key differentiators between an EMBA and a traditional MBA is that MBAs specialize in and are hired to fulfill a specific functional role within a firm, whereas EMBAs are hired to drive revenues and enhance cash flows. MBAs are needed on the bus, but EMBAs are hired to drive it. This module takes direct aim at this crucial skill by 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.
Foundations of Entrepreneurship
In this elective course, you will learn how to skillfully combine capital, opportunities, innovation and networks to disrupt industries, create wealth, and use innovation to solve consumer and social problems. In addition to the traditional topics of opportunity recognition, business planning, and entrepreneurial finance you will also explore the topics of corporate venturing, social entrepreneurship and the relationship between entrepreneurship and economic development. This course will appeal to individuals who have a strong desire to become entrepreneurs, work in start-ups, or invest in early-stage companies. This course will also be immensely valuable to those who will work in venture capital, where they are dealing with new or relatively new ventures.
Instructor: Prof. Jeffrey Robinson
Global Marketing Strategy
This course presents the unique and complex characteristics of marketing in global markets. EMBAs will be presented with organizational and environmental factors that have to be taken into account while formulating and implementing global marketing strategies. In addition, market selection, market entry, global market expansion, global market advantage, global product and brand development, pricing, advertising, and distribution in global markets, and alternative global marketing strategies and tactics are some of the topics that will be discussed.
Instructor: Professor Sengun (Shen) Yeniyurt
This module is part of the special topics elective "Finance for the C-Suite."
This module discusses the history of the hedge fund industry, its role in individual investment portfolios and several sample hedge fund trades. The highlight of the session is when several EMBA groups pitch their own investment ideas in front of the class. The investment ideas pitched by the EMBAs are captivating, with many taking copious notes to prepare them to put their own capital to work. A complementary work shop on investments has also been taught by this instructor.
Instructor: Prof. John Longo
This module is part of the core Executive Leadership course.
A module taught as part of the core Executive Leadership class, this module is designed to help students understand the importance of innovation to the performance of their company and to express to others how to manage an ongoing innovation system in their company. In addition students are taught how to identify and develop innovation management skills.
Instructor: Prof. Emilio De Lia
Managing Diversity and Cross-Cultural Challenges in the Workplace
This module is part of the core Executive Leadership course.
This module focuses on exploring practices and challenges faced by executives and their teams in today’s organizations through in-class discussion of fundamental concepts related to cultural diversity. The class discusses the importance of understanding and managing cultural differences and intra-group diversity in global organizations, and why effectively managing cultural diversity is a competitive advantage.
Instructor: Professor Loubna Erraji
Secrets of Successful Virtual Teams
This module is part of the core Executive Leadership course.
This module will focus on helping each EMBA student become more effective at leading and participating in virtual team interactions. Both common virtual team problems and realistic solutions will be discussed on topics ranging from early team interactions and building trust to coordination difficulties and leadership challenges. Problems created by electronic communication will also be addressed.
Instructor: Prof. Terri R. Kurtzberg