EXLR 509 Building Vision for a Global Commons – 2 credit hours
Considering the global and multi-cultural context of managerial practice, this course emphasizes the formation and practice of the art of adaptive leadership. We address issues of ‘vision’ in unprecedented conditions and the critical dimensions of purpose and motivation. Participants explore the functions of authority, trust, and power and their role in complex systems.
EXLR 510 Creating High Impact Teams – 4 credit hours
This course begins with an outdoor experiential laboratory in which participants face personal and team challenges during a three day off-site retreat. The experience increases cohesiveness among class members, and provides strong insight into factors that support effective teamwork. Back on campus, participants analyze their workplace teams and the nature of organizational supports for maximum team effectiveness. They also examine their values and behavior in relation to work and personal life.
EXLR 511 Leading Organizations – 3 credit hours
Building on earlier modules, this section of the program applies leadership models to issues facing contemporary organizations. Leadership is analyzed in the context of corporate social responsibility, leading change, strategy, innovation, and globalization, and extends to issues facing organizations represented in the program. Participants also interview local leaders and CEO’s, hear guest executive speakers, and contribute to active discussions of cases and articles.
EXLR 512 Ethical Leadership – 3 credit hours
This course examines leadership and ethical decision making. Participants gain skills and information needed to establish ethical goals, resolve ethical problems in a global marketplace, address ethical responsibilities as a leader and maintain ethical standards within pluralistic organizations and societies.
EXLR 513 Leadership Synthesis, Reflection, and Development – 4 credit hours
This course integrates and applies leadership theory to each participant’s capabilities. Students review their leadership history, assess personal strengths, create a leadership development plan and implement their learning in concert with an executive coach. Emphasis is placed on exploration and alignment of personal values with organizational and societal needs in order to lead authentically for maximum impact. The course addresses transformation and change as processes involved in both personal growth and organizational leadership.
EXLR 514 Leadership Assessment and Coaching – 1 credit (Pass/Fail)
Early in the program, this course provides comprehensive assessment of participants on their leadership skills, and their cognitive and interpersonal styles. During confidential feedback, we explore the implications of their tendencies for work and personal effectiveness. Participants then work one-on-one with a leadership coach to integrate this material with other learning in the program and improve their leadership capabilities.
EXLR 515 Leadership for a Just and Humane World – 3 credit hours
This course involves a project requiring participant-teams to serve a social justice (vs. charitable) need in the community. Groups choose their domain of service, develop a sustainable model for their project, and implement their projects within the community using executive-level skills. The project is a learning laboratory, supporting regular review participants’ experiences in leadership and teamwork against a set of clear criteria. Participants learn new methods for making decisions, working in teams, affecting and leading change, among other topics.
EMBA 504 Accounting for Strategic Decision Making – 4 credit Hours
This course introduces principles and concepts of corporate accounting for strategic decision making. Specifically the focus is on the use of accounting information and its impact on capital markets as well as business efficiency and effectiveness. Other topics include management control, strategic cost management, corporate governance and regulatory compliance.
EMBA 505 Strategic Analysis of Domestic and International Economic Environments – 2 credit hours
EMBA’s will use macroeconomic concepts to understand the environment within which they are making strategic decisions. An understanding of macroeconomic concepts, such the short run and long run impacts of government polices on national output, inflation, exchange rates, interest rates and unemployment will improve strategic decisions such as when to launch new products, which geographic markets (countries) to enter or leave first where in the world are prospects for economic growth the best, and when to take defensive positions in anticipation of recessions or inflation.
EMBA 506 Microeconomic concepts: Strategic Decision-making Tools and Frameworks – 2 credit hours
L-EMBA’s will use microeconomic principles for making strategic decisions, including deciding when demand or cost conditions support entering (or exiting) a market segment, deciding on pricing strategy, evaluating risks and deciding how to react to changes in competitive conditions when buying as well as selling. The principles will prepare students to understand the forces influencing financial markets, consumer behavior, incentives in compensation structures, and how constraints and tradeoffs affect efficiency in operations and in choices of production methods.
EMBA 507 Global Financial Management – Part I
EMBA 515 Global Financial Management – Part II (2 credits each)– 4 credit Hours
These courses present a comprehensive treatment of financial theory that provides a foundation for making value-enhancing strategic decisions. Topics include value-based management (valuation, performance-based compensation, capital structure, M&A and divestiture), financial risk management (i.e., commodity price, equity, interest rate, and currency risk management), financing and investment alternatives (long-term and short-term; domestic and international), and treasury management.
EMBA 513 Law and Corporate Social Responsibility – 2 credit Hours
The course examines domestic and international issues in law, focusing on the relationship between the social impetus for laws, the laws themselves, and the outcomes laws are intended to promote. Understanding the social impetus for laws and their intended outcomes creates unique opportunities for corporate social responsibility and leadership. Topics include but are not limited to, employment law, intellectual property, contractual relationships, and regulatory law.
EMBA 517 Strategic Marketing – 3 credit Hours
Firm strategy is based on the principle of satisfying consumer wants and needs better than competitors. Required tools include an understanding of buyer behavior, methods for conducting consumer research, understanding of the roles of environmental factors, and general strategic planning principles. Knowledge of the estimated wants and needs of customers, actions of competitors, and the resources and objectives of the firm are combined to identify the best strategic position. The task of marketing management is to maintain competitive advantage by putting the positioning plan into effect.
EMBA 519 Global Strategy Formation – 3 credit hours
Focusing on the long-term vision of the firm in relation to capabilities, competition, technology, and market forces, and this course presents the tools by which an organization determines its strategic direction. Emphasis is placed on the economic principles of competition and how they apply in the context of unique company strengths, competencies, and alliances to formulate business strategy.
EMBA 560 Information Systems: The Role of Executives – 2 credit hours
This course discusses how information and communications technology enables new ways of doing business and changes organizational structures in a global business environment. Topics include alignment of information systems (IS) with business strategies, measuring the value of investment in IS, IS-enabled virtual organizations, global e-commerce (B2C and B2B), outsourcing, and security.
EMBA 561 Strategy Implementation: Putting It All Together – 6 credit Hours
Effective strategy implementation requires an integrated consideration of finance, marketing, operations, R&D, human resources, and quality control activities, within the context of the general industry environment. This course integrates prior learning by focusing on business unit performance in a dynamic context. Additional topics may include managing global alliances and outsourcing engagements, project management, and the management of change from a leadership perspective.
EMBA 566 Quantitative Analysis for Business Leaders – 2 credit Hours
Providing an overview of statistical techniques, Quantitative Analysis demonstrates methods by which managers can make decisions throughout the organization. Specifically, this course provides an overview of descriptive statistics, common probability distributions, sampling distributions, hypothesis testing, simple linear regression, multiple regressions, and forecasting with an emphasis on their interpretive application.
EMBA 585 Integrating Leadership and Business Practices – 4 credit hours
Weaving theories and best practices learned from coursework with personal experiences, participants generate and conduct an executive-leadership project, under the direction of the faculty. Projects may relate to significant endeavors at work for which students have primary business responsibility, or pertain to the intersection of business and social justice. Important requirements are that the participant be responsible for generating vision, aligning others, and guiding people through change to achieve the outcomes desired.
EMBA 588 The Art of Influence and Negotiation – 2 credit hours
This course will address the influence skills necessary for advanced leadership. It will provide an overview of persuasion, collaborative influence, negotiation, and public relations.
EMBA 591 Emerging Topics in Business – 1 credit hour
By examining current and emerging issues facing business leaders, this course provides up-to-date information and understanding to apply in their organization. Topics evolve based on current trends and could include such topics as corporate governance, integration of business strategy and information technology, sustainability, new product innovation and creativity, diversity, and joint venturing in China , among others.
EMBA 596 Planning for Significant Legacy – 3 credit hours
This course integrates the conceptual and personal development of leadership (Quarters 1 and 2) with the business knowledge and skills learned in the program (Quarters 3-5). Reflecting on what they have learned, participants engage in structured, topical reflection that guides development of plans for the greatest leadership legacy they can leave over the next 5-10 years. Topics may include: leadership and the new commons; exemplars of significant legacy; truth, reconciliation, and reconstitution; leadership as artistry; and the development of wisdom.
** Elective: Independent Study Course – up to 4 credit hours
This course allows flexibility to adapt the curriculum for special and unforeseen needs. Examples may include: an optional global study tour, bringing prior ELP alums who return for the EMBA degree to the current credit hour standard (20 hours vs. 17), and/or potentially exempting a student from a course if she/he has advanced training in that area (e.g., a CPA might merit exemption from the Accounting course at the determination of that area’s professor).