Executive MBA Course Descriptions
Decision and Risk Analysis
Value Chain Courses
Operations Management i
The final project is an integral part of the EMBA program and must be completed before being eligible to graduate. The primary aim is to create a pilot project relevant to their organization.
EMBA COURSE DESCRIPTIONS
ACC 6201 Financial Reporting and Analysis (2)
This course is a practical introduction to financial reporting. Emphasis is placed on book-keeping and the accounting cycle, financial statements, generally accepted accounting principles from the perspective of international accounting standards, and financial ratio analysis. By the end of this course, participants should understand what financial accounting is, understand and prepare basic financial statements (income statement, statement of retained earnings, and balance sheet), understand and apply the recording process used in the accounting system, understand and use concepts and standards underlying the accounting practice, and analyze a business financial position and performance using its financial statements.
ACC 6311 Management Control Systems (3)
This course is advanced class in managerial Accounting that emphasizes the integration of cost analysis and strategic analysis. Coverage includes activity based costing, target costing, value chain analysis, performance measurement matrices (e.g., balanced scorecard), strategic positioning, incentives management, and performance management.
ECO 6201 Business Economics (2)
This course presents an overview of the microeconomics and macroeconomics principles. By the end of this course, participants will gain an understanding of basic economics concepts. They will acquire the necessary knowledge to be able to interpret economic indicators and understand the economic environment in order to make informed business decisions.
FIN 6201 Corporate Finance (2)
By the end of this course, participants should gain a thorough understating of financial techniques and tools used in problem solving and decision making at the corporate level. This goal is attained through progressive exposure of participants to different interdependent dimensions: time value of money, investment opportunities, valuation of financial assets, capital budgeting, working capital management, selection of the best capital structure, and ensuring of the viability of the corporate financial system. A large array of applications and case studies is used to support the practical side of the different topics of this course.
FIN 6311 Financial Strategy (3)
This course analyzes the basic problems in corporate financial management. It focuses on the responsibilities, concerns, and methods of analysis employed by corporate financial managers, and the role of financial markets and institutions in the modern economy. Topics of study include capital structure, dividend policy, asset evaluation, capital budgeting, risk analysis, and portfolio theory.
GBU 6201 Management Statistics (2)
This course is designed to provide foundations of quantitative methods for managerial decision making. It examines the use of modern quantitative methods to support the executive decision making process. It includes hypothesis testing, statistical inferences, forecasting and simulations, linear programming and problem optimization. This course is based on knowledge of SPSS, which features a wide range of statistical tools for extracting data and conducting analysis. Such information is vital if one is to achieve competitive advantages in the marketplace.
GBU 6311 Corporate Entrepreneurship & Innovation (3)
At the end of this course participants are expected to gain insights into the development of entrepreneurial and entrepreneurial aptitudes and skills. The course content addresses important issues that include methods for identification of new opportunities, role of creativity, education and invention, seed capital and financing, and business sustainability. Real world cases are used to illustrate the factors that can shape entrepreneurial aptitudes. Class discussion and experience sharing are vital inputs in this course. Knowledge about the methods for management, marketing and financial planning is provided with a variety of applications. This culminates into the development of business plans by class participants.
GBU 6312 Decision and Risk Analysis (3)
By the end of this course, participants are expected to: (1) recognize the major analytical tools that are used in risk analysis, (2) be capable of reading reports and publications dealing with risk and uncertainty, (3) raise and discuss issues involving risk and uncertainty, and (4) Identify the implications of risks on business and economic development in a given context and applications. Topics covered include: deterministic, realistic and decision making under complexity with emphasis on risk and uncertainty; implications of not accounting for risks while making decisions; how to account for technological, production; consumption environmental; health and labor productivity; markets and financial risks; case of multiple risks; market and institutional responses to risks; and, risk reduction strategies.
GBU 6620 Final Project (6)
The project is an integral part of the EMBA program and must be completed satisfactorily before you are eligible to graduate. It provides an ideal opportunity to build on what you have already learned. The primary aim is to enhance your own learning in an area of your choice, and you are encouraged to undertake projects within your organizations. Participants will be provided more details about the final project in due time.
MGT 6201 Organizational Behavior (2)
This course covers: organizational theory, research and applications important to managerial and organizational effectiveness; design of organizational structure; control systems for enhancing organization effectiveness. It also emphasizes managing and building inter-organizational relationships; authority, influence and leadership relationships; organizational culture; organization-environment relations; international considerations; inter-group power and conflict; and organizational change and development.
MGT 6311 Alliance Management (3)
This course is an advanced reflection on the use of strategic alliances to boost the profitability and/or efficiency of organizations. Topics covered include the motives for alliances, case studies of alliances, making the distinction between alliances, partnerships, joint ventures, and mergers and acquisitions. Key business issues related to alliance management are discussed: integrating different systems and culture, human resource management, planning and control for alliances, etc.
MGT 6312 Human Resource Management and Development (3)
This course discusses the management of an organization’s human resources, with an emphasis on the strategic issues involved in obtaining and developing employees. The strategic view emphasizes the way human resources are managed in the context of the general management function, and is discussed with regard to human resource planning, the recruitment and selection functions, employee development, managing compensation and reward systems, performance management, and the environment of the human resource function.
MGT 6313 Corporate Governance and Business Ethics (3)
The aim of this course is to enable participants to implement business ethics and corporate governance rules in their own organizations. They should understand the ethical role of the Board and of the Executive Management Team in strategic decision-making processes. They will develop guidelines for business ethics to be applied at all levels of the company and in different countries. The participants will learn how to implement the guidelines and develop strategies to monitor compliance by all employees.
MGT 6314 Effective Negotiations (3)
The purpose of this course is to enable participants to understand their own intrinsic negotiating behaviors and how those can be adapted for effectiveness in a variety of situations. The course focuses on building the individual skills of the participants based on their willingness to be engaged in the total program experience.
MGT 6315 Leadership (3)
This course is designed to expose participants to the areas of knowledge and kinds of competencies that are fundamental to the study and practice of leadership in a variety of settings. It will help the participants understand their own experiences, aspirations, and qualities of leadership. The content of this course is drawn from several disciplines. Participants will focus on the conceptual aspects of leadership, and will discover the skills and practices of exemplary leaders. At the conclusion of this course, participants will be acquainted with the interpersonal and technical skills needed for effective communication, decision-making, and public policy.
MGT 6316 Operations Management (3)
This course focuses on improving performance of the firm through coordination and integration of production, functional areas, and information. Participants will develop skills and concepts needed to ensure the ongoing contribution of a firm's operations to its competitive position. At a minimum, the following subjects will be discussed: quality management, process analysis, cross functional integration, product development, aggregate and operational planning, technology and operations strategy, and international operations strategy.
MGT 6317 Supply Chain Management (3)
In this course participants learn about the effective management of supply chains. The class examines moving materials to a production facility, controlling the transformation of materials into products, distributing the products to customers, maintaining and recycling the products, and the logistics of service operations. Specific topics include supply-chain integration, supply-chain strategies, plant and warehouse locations, modes of transportation, systems for managing material flows, inventory systems, and organizational structures for supply-chain management and global logistics.
MGT 6318 Knowledge Management (3)
The aim of this course is to provide participants with practical skills needed to formulate the influence of the changing technology environment on the organization’s capacity to manage knowledge effectively. This should lead to the identification of the different knowledge work and knowledge assets that organizations must manage. Participants are expected also to create and leverage the needed knowledge assets. They should be continuously aware of the importance of knowledge in determining competitiveness. To reach these goals, best practices are presented and analyzed. Topics include intellectual capital, research and development, property rights and patents, information technology solutions for knowledge management, organizational aspects of knowledge management, and processes for knowledge management.
MGT 6320 Strategic Management and Business Policy (Capstone) (3)
By the end of the course, participants are expected to have improved their critical thinking and skills in developing and implementing business strategies. An important goal of this course is to assist the participants in the development and improvement of abilities to diagnose and analyze the impacts of changes. Participants will gain a deeper appreciation of the process through which planned changes can be accomplished. The topics include setting missions and visions, strategy definition, recognizing and nurturing core competencies, diversification, and moving from strategy to execution. The problems, prospects and challenges of leading and managing change will be also considered. Participants will be provided with an opportunity to consider how organizations can effectively develop and maintain anticipative systems. The course is largely based on cases and applications that support different dimensions of strategic management underlined above. Guest speakers are also important sources for the enrichment of the class discussion and sharing of experiences by participants.
MKT 6201 Principles of Marketing (2)
This course is a survey of the marketing process from a manager's perspective. It includes an analysis of marketing activities designed to provide products and services to customers. Topics include the marketing environment, consumer buying habits and motives, regulations and advertising strategy.
MKT 6311 Marketing Management (3)
The aim of this course is to provide participants with skills needed for the development of marketing strategies and plans. The driving role of markets, the importance of situation analysis, positioning and relationship strategies are also among the dimensions targeted in enlarging the skills of the participants. The course deals with marketing strategy for better decision-making. It emphasizes the marketing process from the firm’s point of view. It also focuses on management and implementation of marketing strategies. Market analysis, product planning, distributional channels, branding, pricing, promotional decision making and developing, and communicating an integrated marketing plan are major elements in this course. Practical cases are largely used for the illustration of each component of this course. Guest speakers are also important sources for the enrichment of class discussion and experience sharing
Support / Transversal Courses
Human Resource Management and Development
Management Control Systems
Fundamentals - Weekend Immersion -- AUI-Ifrane Campus
Principles of Marketing and Organizational Behavior
Financial Reporting/Analysis and Corporate Finance
Business Economics and Management Statistics
Corporate Entrepreneurship and Innovation
Corporate Governance and Business Ethics