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EXECUTIVE M.B.A.

Program

The Executive M.B.A. (E.M.B.A.) program is designed for business professionals with a minimum of eight years of work experience and is designed to allow successful practicing managers to enrich and enhance their organizational effectiveness through theoretical founding in core business functions. Developed especially for upwardly mobile managers, the E.M.B.A. program capitalizes on existing career and life experience. The program adds career value by exposing students to cross-functional business knowledge, improved professional networks and heightened confidence that comes with a life-changing experience.

E.M.B.A. classes are scheduled all day Friday and Saturday every other week from 8 a.m. to 11:45 a.m. and 1:15 p.m. to 5 p.m. on Fridays and 8 a.m. to 11:45 a.m. and 12:45 p.m. to 4:30 p.m. on Saturdays. The E.M.B.A. program takes 21 months to complete. Students must participate in two required international trips: one in the third term and one in the fifth term. Participants go through the program as an integrated group, benefiting from close working relationships and enriched by the diversity of backgrounds and experiences.

Admission procedures to the Executive M.B.A. program differ from those of the Full-Time M.B.A. and Professional M.B.A. programs. Potential candidates should call 214-768-3154 for a brochure that outlines application procedures or visit the Web site at coxemba.com.

Curriculum

E.M.B.A. Class 2009: Entry Fall 2007, Graduate Spring 2009
E.M.B.A. Class 2008: Entry Fall 2006, Graduate Spring 2008

Total Credit Hours: 48

Term One -- Fall	Credit Hours
Module 1
BA 6322 Financial Accounting Part I	1.5
BA 6325 Organizational Behavior Part I	1.5
BA 6326 Statistics Part I	1.5
Module 2
BA 6322 Financial Accounting Part II	1.5
BA 6325 Organizational Behavior Part II	1.5
BA 6326 Statistics Part II	1.5
Term Total	9
Term Two -- Spring
Module 3
BA 6303 Managerial Accounting Part I	1.5
BA 6324 Fundamentals of Marketing Part I	1.5
BA 6340 Managerial Economics Part I	1.5
Module 4
BA 6303 Managerial Accounting Part II	1.5
BA 6324 Fundamentals of Marketing Part II	1.5
BA 6340 Managerial Economics Part II	1.5
Term Total	9
Term Three -- Summer
Module 5
BA 6077 Legal Environment of Business	1.5
BA 6323 Business Finance Part I	1.5
BA 6050 Decision Modeling	1.5
Module 6
BA 6015 Executive Leadership	1.5
BA 6323 Business Finance Part II	1.5
BA 6030 Operations Management	1.5
Term Total	9
Term Four -- Fall
Module 7
BA 6331 Business Policy Part I	1.5
BA 6352 Marketing Strategy Part I	1.5
BA 6375 Case Studies in Financial Management Part I	1.5
Module 8
BA 6331 Business Policy Part II	1.5
BA 6352 Marketing Policy Part II	1.5
BA 6375 Case Studies in Financial Management Part II	1.5
Term Total	9
Term Five -- Spring
Module 9
BA 6005 Strategic Human Resources	1.5
BA 6310 Global Business Environments	3.0
BA 6336 Entrepreneurship Part I	1.5
BA 6074 Mergers & Acquisitions	1.5
Module 10
BA 6073 Negotiations	1.5
BA 6336 Entrepreneurship Part II	1.5
Elective (1 course)	1.5
Term Total	12

Credit Hours Summary for E.M.B.A. Program

43.5 credit hours of required courses
3.0 credit hours for international trip
1.5 credit hours of elective courses

48 credit hours total for Cox M.B.A. Degree

Courses

The E.M.B.A. curriculum has been designed to integrate both management theory and practical skills application in a series of synchronized courses over the 21-month period. The first-year coursework is focused upon the acquisition of knowledge, skills and usable expertise in a number of business disciplines. The second-year coursework covers the broader, policy-level aspects of finance, management information systems, organizational behavior and marketing. Elective courses vary from year to year. The Director of the E.M.B.A. program develops a list of electives from which the students select.

The following courses are approved by the Cox School of Business faculty for the E.M.B.A. program. The Business Administration (B.A.) core required courses are taken in the specified order listed in the curriculum above.

Required: 1.5 Credit Hours Each

6005. Strategic Human Resources. This course examines the techniques, plicies, processes, strategies and practices used by companies and managers to effectively and efficiently utilize human resources. Students will learn how the various “core” areas of human resource management (HRM) including staffing, performance management, work and job design, training, compensation and labor relations are aligned to accomplish business objectives. We will examine how the business strategy, legal environment and design of work affect human resource management. Additionally, because HRM is becoming less of a functional responsibility and more of a manager’s responsibility, the theories and techniques taught in the course are applicable for many positions in a wide variety of organizations..

6015. Executive Leadership. The purpose of this class is to study the topic of leadership in such a way as to promote both an academic and practical understanding of the subject. It explores the similarities and differences between effective management and leadership. Students explore and work to improve the basic interpersonal skills related to leadership effectiveness. The class thoroughly investigates leadership effectiveness from at least three angles: personal leadership, interpersonal leadership and organizational leadership. There is detailed feedback into how others view the student’s leadership skills. The class promotes the insight required to effectively write a meaningful personal leadership development plan and help develop a personal leadership “point of view.”

6030. Operations Management. This course focuses on the fields of operations management and information technology and covers fundamental concepts and techniques necessary for obtaining world-class performance in these areas. The course begins with a review of operations management topics and then introduces students to the way information technology is being used to re-engineer and dramatically improve business processes. The course also analyzes the strategic use of information technology, reviewing such related topics as electronic commerce and knowledge.

6050. Decision Modeling. This course will introduce you to some of the decision modeling techniques available for analyzing business problems. We will cover various modeling techniques, including nonlinear programming (optimization), linear programming, integer programming and simulation. We will build models for some of the following topics: monitoring mutual fund managers, portfolio management, benchmarking organizations, redesigning distribution networks, credit scoring, purchasing subassemblies, stocking retail inventory and check processing.

6073. Negotiations. The objective of the course is for each student to develop into a better negotiator. Through the use of highly interactive classroom dialogue, simulated negotiations, reading and reporting on a self-selected negotiation book and experiencing real-life negotiations, students have the opportunity to accomplish that objective. The course covers how to identify and prepare for various styles of negotiations, along with strategies, tactics and counter-tactics used to accomplish negotiation objectives. The impact of international, cultural and gender differences on negotiations, as well the differences in individual and multi-member negotiations are analyzed – and experienced – during the classes. The discussions include ethical issues arising during negotiations and the use of representatives and mediation to achieve desired negotiation results.

6074. Mergers & Acquisitions. The course examines how to execute acquisition transactions starting with strategic rationale followed by deal structure, valuation and integration issues. After completing the course, you should have a good understanding of why and how an acquisition can both add and destroy value. You will gain a greater understanding of how the M&A process works between companies and be in a position to contribute as part of a deal team, integration team or advisory group.

6077. Legal Environment of Business. The primary goal of this course is to introduce participants to a number of legal issues common to all businesses and hopefully to explain how to mitigate the risk of such disputes – or at least prepare for them. We will not delve into specialized areas such as securities regulations, environmental laws, etc. which may not be relevant to all industries. A secondary goal of the course is to hone the participants’ analytical and critical thinking skills.

Required: 3.0 Credit Hours Each

6303. Managerial Accounting. This course demonstrates techniques for maximizing shareholder value by correctly assessing the financial outcomes of commonly recurring types of operating decisions. Techniques for identifying alternatives, assessing relevant costs and choosing a course of action are illustrated with case studies involving decisions on pricing (including special order and private label pricing), production alternatives (including make or buy) and allocation of care resources. Topics include cost behavior, cost-volume-profit relations, cost system design and interpretation (including the use of actual costs and standard costs) and identification of the costs and revenues relevant to decisions. The course will probably have a case study orientation.

6310. Global Business Environments. The focus of this course is two field experiences abroad where students meet with local business and government leaders, visit manufacturing facilities and come to understand the dynamics of global business including the impact of cultural social customs. The course helps students gain a perspective on the opportunities and challenges of conducting business in the global economy.

6322. Financial Accounting. The primary focus of this course is on American accounting in the private, for-profit sector. A key issue throughout the course will be how American practice impacts the global corporation. Contrasts will be made of American practice with international standards and those in Europe and in Japan.

6323. Business Finance. This course examines topics in finance and investments. The primary focus will be on corporate investment and financing decisions. There will be an examination of corporate investment criteria and cash flow estimation, cost of capital and project risk and capital structure decisions.

6324. Fundamentals of Marketing. This course is intended to develop skills that students need to competently implement marketing research projects in the real world. Research is the formal process of gathering information needed by managers to make decisions with respect to marketing opportunities and problems. A comprehensive list of marketing issues faced by actual businesspersons is analyzed. Should a new product be introduced? Are customers satisfied with our service? What price should be charged for our brand? These and other marketing fundamentals are covered..

6325. Organizational Behavior. This course provides an overview of the various perspectives from which individual, group and organizational behavior can be studied. It emphasizes the development of concepts, insights and skills needed to effectively manage diverse individuals through a variety of situations in organizations. Readings, cases and simulation are included to illustrate the conceptual and applied aspects of individual, group and organizational behavior.

6326. Statistics. This course provides an overview of statistical methodologies including descriptive statistics, regression analysis, sampling and quality control, forecasting for long and short-run periods, decision-making under uncertainty and the use of linear programming. The course is taught using lectures, cases and statistical computer packages.

6331. Business Policy. This course focuses on problems of strategic management in the modern corporation. Primary emphasis is placed on cases of success and failure in developing and executing single- and multi-business strategies. Related readings are used to underline common dimensions of the cases and highlight current theoretical concepts, methods and frameworks.

6336. Entrepreneurship. This course teaches students the skills required to prepare and present a professional business plan for an entrepreneurial venture and to enhance the analytical skills needed to identify and properly evaluate a new business opportunity. The course covers topics including: exploration of financing options for the entrepreneurial company and development of a financing plan; overview of the venture capital process; interviews with and lectures from practicing entrepreneurs who have sought venture capital; and preparation and presentation of a professional business plan.

6340. Managerial Economics. This course combines both micro and macro economic theories. The microeconomic topics include economics of the firm, demand and supply factors of production, introduction to welfare economics, game theory for decision-making and applied agency theory in organizations. Macroeconomic topics will focus on measuring and modeling macroeconomics activity for the United States and for the global economy.

6352. Marketing Strategy. The objective of this course is to present a dynamic view of competitive brand strategy. The course focuses on understanding, developing and evaluating brand strategies over the life of a product-market. Topics include strategies for pioneering brands, later entrants, strategies for growth, mature and declining markets. Recent topics such as hyper-competition and co-competition will be discussed. In addition, analytical techniques useful for evaluating and implementing strategy including conjoint analysis, analysis of competitive reaction functions, diffusion models, etc., are described. Material is presented using a mix of cases and lectures.

6375. Case Studies in Financial Management-. This course is designed to provide a practical overview of corporate finance. The objective is to draw together the various topics in managerial finance and present a unified, integrated view of the overall subject area. The course builds upon and reinforces the theoretical and institutional framework learned in introductory business and finance courses and, primarily through the vehicle of case analyses, seeks to apply these concepts to real or simulated business situations. The topics covered include financial analysis, capital budgeting analysis, value maximization and corporate governance, capital structure, corporate restructuring or any other current topic, at the discretion of the instructor.

Policies and Procedures

Note that for policies not specifically listed below, the E.M.B.A. Program abides by the policies listed in this catalog for Graduate Programs.

Academic Performance Standards

The academic performance of all E.M.B.A. students is reviewed at the end of each term. To be considered in good academic standing, a student must maintain a cumulative G.P.A. of 3.00 or better. A student with a cumulative G.P.A. below 3.00 (without rounding) upon completion of 48 hours may take up to eight (8) additional credit hours in order to raise his or her G.P.A. to the required level. The eight (8) additional hours will include any courses that are repeated because of poor performance (below C–). The student will be responsible for paying additional tuition to take these additional eight (8) hours. No student will be permitted to earn more than a total of 56 credit hours toward the completion of the E.M.B.A. program for G.P.A. purposes. A student on academic probation is not permitted to enroll in a directed study course.

Students who fail to maintain a cumulative 3.00 G.P.A. will be placed on academic probation.

The following criteria outline when students will be dismissed from the Cox School of Business.

Executive M.B.A. students will be dismissed who achieve:

• less than a cumulative 2.00 G.P.A. at the end of 9 G.P.A. hours or first term
• less than a cumulative 2.25 G.P.A. at the end of 18 G.P.A. hours or second term
• less than a cumulative 2.50 G.P.A. at the end of 27 G.P.A. hours or third term
• less than a cumulative 2.75 G.P.A. at the end of 36 G.P.A. hours or fourth term
• less than a cumulative 2.95 G.P.A. at the end of 48 G.P.A. hours or fifth term

With an approved petition to take up to eight (8) additional hours beyond the 48 G.P.A. hours required for the degree, E.M.B.A. students will be dismissed who achieve:

• less than a cumulative 2.95 G.P.A. at the end of 48 G.P.A. hours or fifth term
• less than a cumulative 2.97 G.P.A. at the end of 50 G.P.A. hours (+ 2 hours)
• less than a cumulative 2.98 G.P.A. at the end of 52 G.P.A. hours (+ 4 hours)
• less than a cumulative 2.99 G.P.A. at the end of 54 G.P.A. hours (+ 6 hours)
• less than a cumulative 3.00 G.P.A. at the end of 56 G.P.A. hours (+ 8 hours)

E.M.B.A. students MUST have a cumulative 3.00 G.P.A. at the end of 56 G.P.A. hours

Enrollment

Students enrolled in the E.M.B.A. Program will be enrolled in the appropriate classes each term by the department coordinator.

Audit Enrollment

Students may not audit courses in the E.M.B.A. Program, as enrollment is limited to students who have been granted admission to this program.

Course Waiver Policy

The E.M.B.A. Program does not permit course waivers for any student.

Transfer of Graduate Credit

Students admitted to the E.M.B.A. Program will not be allowed to transfer credit.