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.
Executive Leadership (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? Do you know how to effectively plan for a negotiation, and how to make sure that your ideas get heard?
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 it is not a Comparative Advantage for your company? Or does it pay to not be an Innovator---maybe it is 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 well-recognized subject matter expert in a particular aspect of Executive Leadership. 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 synergize strongly with the Powerhouse Advantage courses in Presentation Skills since the REMBA program really emphasizes ultra-strong proficiency in verbal and written communication skills.
The following are brief synopses of the modules conducted by individual professors:
Art Certosimo: 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 9/11.
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 will 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.
Jerry Kim: Innovation Strategy for Senior Executives
Session X.1– Organizing Creativity and Avoiding Strategic Inertia
Fostering creativity throughout the organization is one of the most critically important jobs of an organizational leader. While our culture and society celebrate the heroic genius of the individual inventor (e.g.,Steve Jobs, Mark Zuckerberg),research suggests that having the right organizational structures and processes has a far bigger impact on innovative outcomes. In this session, Prof. Kim will examine the team and organizational-level conditions that enable leaders to maximize organizational innovation and creativity.Examining the structures and processes fostering organizational creativity also help us understand why organizations and leaders often fail to change strategies in light of environmental changes, providing us with tools to avoid inertia that makes organizations vulnerable to disruptive forces.
Session X.2 – Platform Thinking and Building Social Ecosystems
In today’s hyper competitive environment,creating and maintaining competitive advantage has become an increasingly difficult task, requiring leaders to re-think how to engage with key stakeholders in the market. Building on themes from the prior session on creativity and avoiding strategic inertia, this session will focus on how leaders can prepare their organizations for the broader shifts in technology and competition. Contrasting a “product” mindset focused on building the best product/service at the lowest cost,with a “platform” mindset emphasizing the broader set of market relationships in an ecosystem, the session will provide concrete steps for executives interested in formulating and implementing strategies that will better prepare their organizations in the coming digital economy.
Terri Kurtzberg: Executive-Level Negotiations, and Managing Virtual Interaction
Associate Professor of Management and Global Business Terri R. Kurtzberg focuses on three areas of Executive Leadership in REMBA: (i) Executive Negotiations, (ii) Virtual Interactions, and (iii) Navigating Leadership Blind spots (this with Prof. Ameri described in the following blurb). In Executive Negotiations, Prof. Kurtzberg offers a glimpse into the methods of master negotiators, including the following: What must you do before you even walk into the room? What tactics and strategies will work for you, and how do you deflect those of others? How do you handle disputes? Can you effectively influence others?
The Virtual Interaction module aims to uncover blind spots in communicating with others to become more effective in both day-to-day and big-picture interactions, whether across the hall or around the globe. In this module, Prof. Kurtzberg 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. Topics will range from early team interactions and building trust, to coordination difficulties and leadership challenges over global supply chains. Problems created by electronic communication will also be addressed.
Terri Kurtzberg/Mason Ameri: Navigating Leadership Blindspots
How does an organization communicate with its employees? How do you, as a leader, signal to your direct subordinates? When something goes awry, can you identify the causes and address them at different levels? Each of these issues stems from the culture of an organization. The saying “culture eats strategy for breakfast,” by management expert Peter Drucker describes the idea that a leader needs analytical skills to realize the organization’s vision and strategic goals, as well as an understanding of the psychology of the workplace to create and enact a prosperous culture. Disconnecting the two may put an organization’s success at risk. The goal of this session, conducted by Professors Kurtzberg and Mason Ameri, is to help you understand how an organization’s culture can be a source of competitive advantage and can influence outcomes at the individual, group, and organizational levels (e.g., employee attitudes, innovation, market share, and more).
Farrokh Langdana: The Cycle of One. Unconventional Leadership for a Conventional World
The Rutgers Executive MBA program abides by a philosophy called the "Cycle of One," originally developed by Prof. Langdana. It is embedded into your learning experiences here. More than ensuring that you acquire the necessary business and management tools, we are committed to growing you as “unconventional” leaders so that you can apply what you've learned in the classroom to the decisions you make in the boardroom.
What is the Cycle of One?
Managers often begin their careers as lonely interns and then power through their mid-career by mostly working in teams. But 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—the lonely intern, then the team player and then finally the CEO making difficult and poignant decisions alone—is our “Cycle of One.”
How it works
Rutgers Executive MBAs 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. Often these decisions involve leaning towards more humanistic and compassionate (and unconventional) choices, and to “throwing away the rule book”.
To foster this, throughout the program, students participate in short Cycle of One exercises where an urgent situation demanding a quick decision, is presented to the participants. Many of these situations are embedded in historical context; there is a huge emphasis on Leadership in History in this program.You play the part of the CEO, and are given moments to quickly respond. There is no team discussion, no coach, no mentor, no “break out” session, no internet—this critical decision must be yours and yours alone, and must be made expeditiously.
Welcome to the Cycle of One, a concept that will be continuously developed by multiple professors right through your four-semester EMBA experience.
Jessica Methot: Leveraging Organizational Networks
While managing human capital is a critical competency for leaders, it is no longer effective to simply manage individual employees.Leaders operating in dynamic and boundary-less environments must manage webs of connected assets in order to find, utilize, and coordinate employees’ knowledge, skills, and expertise.This “networked” approach has implications for the way individuals share knowledge, generate ideas, and collaborate.In this session, Prof. Methot will focus on an array of topics related to how leaders can best leverage organizational network analysis (ONA) tools to achieve strategic outcomes. Topics will include:
(i) identifying critical relationships that should exist to ease workflow and support strategic objectives, (ii) pinpointing central players and key opinion leaders to alleviate collaborative overload and effectively distribute resources, (iii) coordinating employee expertise and bridging silos, and (iv) building agile and resilient organizational networks.
Jim Smith, Jr.: Ultra-Powerful Presentation Skills
Dr. Jim Smith, Jr., CSP, a highly sought-after presentations skills specialist, speaker, author, and coach, comes on board to ensure that Rutgers EMBAs learn the art of making exceptional, high impact business presentations. Professor Farrokh Langdana had been searching for a veritable superstar to train the EMBAs to make memorable presentations, and he finally found him, thanks to Brian Warrick (Metlife Executive, EMBA 2008).
In this session, Dr. Jim focuses on voice projection, eye communication, audience engagement, storytelling, modulation and optimal PowerPoint presentations (i.e., bringing out the story in each slide so that your audience members can hear, see and feel what you’re saying). Additionally, there is a session in which he will teach Executive MBAs how to open, close and structure business communications to diverse audiences such as potential investors, boards of directors and hostile audiences. Dr. Jim’s exposure to EMBA has recently been increased to give students greater opportunities to present in class. If you are transitioning from a world of Research, Medicine, Finance, IT, etc., to another world in which you will be client-facing, or moving to the C-level and making high-level presentations to your stockholders, your Boards, the Media, and so on, then this module will be transformative! Dr. Jim has presented to both national and international audiences of all sizes.
John Tintera: The Art of Strategic 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 lead this 3-hour intensive session. “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, or to the Media? 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, and say it fast—every time.
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 Finance, 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.