The UCLA – NUS Executive MBA general management curriculum consists of 16 course modules and a two-part Management Practicum conducted via 6 two-week sessions spanning a 15-month period. Participants spend two sessions each at UCLA in Los Angeles and NUS in Singapore, and one each in Shanghai and Bangalore. The course modules outlined below are subject to periodic curriculum review by UCLA and NUS and are subject to change.
1)
Leadership and Managerial Skills
Combines comparative (East-West) sociological
and psychological perspectives on management
to provide for an understanding of the imperatives
of managing complex organizations as well
as enhancing leadership and managerial skills.
2)
Asian Business Environment
Provides a foundation for the understanding
of the economic and political environments
of business in Asia.
3)
Economic Analysis for Managers
Develops principles of microeconomics to
enable managers to more effectively manage
customers, suppliers, competitors, employees,
and the regulatory environment. Participants
will learn when and how to apply quantitative
and qualitative tools in situations of scarce
resources, competition, and imperfect markets.
4)
Financial Accounting
Familiarizes the manager with functions
of accounting by focusing on the use of
external financial reports to evaluate corporate
performance and the use of accounting information
for internal planning and control.
5)
Data Analysis & Management Decisions
Studies statistical model building with
emphasis on managerial interpretation of
statistical summary data. The course also
covers classic statistics through multiple
regression analysis to support subsequent
courses in finance and marketing.
6)
Marketing Strategy & Policy
Covers strategic marketing decisions, including
development of marketing objectives and
strategies and implementation of these strategies
through pricing, channel, promotion and
new product decisions.
7)
Logistics and Operations Management
Introduces participants to the functional
areas of logistics and operations management,
with a focus on more current developments
and their strategic and managerial significance.
8)
Corporate Governance, Business Law &
Ethics
Discusses the importance of corporate governance
and the mechanisms that help control managerial
behavior. The law and ethics section also
enables participants to think critically
about contemporary ethical issues and dilemmas
faced by businesses and their stakeholders.
9) Corporate
Finance
Covers some of the most important topics
in managerial finance. Emphasis is placed
on the optimal allocation of resources for
both individuals and corporations.
10)
Negotiations Behavior
Presents theoretical principles and concepts
from psychology, sociology and economics
through lectures and readings, with focus primarily
on improving practical negotiating skills through
experiential learning (i.e., negotiations simulations).
11)
Corporate Entrepreneurship
Covers the activities involved in creating
and exploiting new and innovative resource
combinations in the context of existing
corporations. The course focuses primarily
on managerial efforts aimed at the identification,
development and exploitation of technical
and organizational innovations, the management
of new product or process developments,
and on effective new venture management.
12)
International Management Strategies
Studies economic and business decisions
in an international context, with emphasis
on formulation and implementation of management
strategies in multinational enterprises.
The course discusses application of concepts
of international economic analysis and exploration
of international corporate strategies.
13) Contemporary
Issues in Business (Services Marketing &
Customer Asset Management)
Services Marketing focuses on the marketing
and managing of services and complements
the module: Marketing Strategy and
Policy. Customer Asset Management focuses
on acquiring, serving and retaining customers
through managing customer lifetime value,
customer segmentation, data mining and the
application of Customer Relationship Management
(CRM) instruments such as loyalty programs.
14)
Competitive Strategy & Business Policy
Focuses on how general managers enhance
and sustain business performance. The course
covers analytical and conceptual tools that
are aids to the development of judgment.
The fundamental focus, however, is not on
tools but on sharpening skills to develop
more robust judgments in the face of uncertainty
and complexity.
15) Management
of Technology & Innovation
Presents fundamental strategies and frameworks to analyze and evaluate
various alternatives to creating, implementing, marketing and managing
new technologies. An important part of the course is how to differentiate
technology products, market them to tightly focused market segments and
develop effective competitive strategies. Frameworks studied include the
technology adoption curve, developing whole products, managing disruptive
technology adoption, managing through strategic dissonance and compelling value creation.
16)
Strategic Leadership & Strategy Implementation
Designed to address several fundamental
aspects of leading complex organizations,
this course places particular emphasis on
the importance of developing well-aligned,
high performance organizations and the challenges
of leading change in organizations. The
primary goals of this course are to enable
students to develop an organized point of
view on strategic leadership, and increase
awareness of themselves as leaders.
17)
Management Practicum
A double module, in lieu of a master’s
thesis, the Management Practicum is a global
strategic integrative consulting project.
It is designed to allow participants to
work in teams to employ and enhance the tools
and concepts learned in the classroom and bring
analytical thinking to problems of strategic
importance for real-world businesses and organizations.
Rather than merely reporting data on an
existing situation, teams actively challenge
a company's strategic framework within changing
external environments and industries and
persuasively recommend implementable action
plans. Both a UCLA Anderson and a NUS Business School faculty
member supervise the project to ensure that
each participant’s work and contribution
adheres to the rigorous academic requirements
of the program. |
