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Executive MBA Courses

Executive MBA (EMBA)

The EMBA program is a 19-month program comprising 45 units of course credit. Pepperdine Executive MBA courses meet approximately once every three weeks among three locations: West Los Angeles, Irvine, and Malibu.

Course No. Executive MBA Course Name Units
Trimester I: Leading People in Changing Organizations

MBAA 651

 

MBAA 641

Understanding Human Behavior, Leading People and Change in Organizations

Applied Strategic Research Project - Organizational Behavior

6

 

2

Trimester II: Managerial Control and Financial Management

MBAA 672

MBAA 652

MBAA 642

Quantitative Analysis for Business Operations

Financial Controls and Strategic Issues in Corporate Finance

Applied Strategic Research Project - Finance

4

4

2

Trimester III: Law & Ethics/Global Economics

MBAA 690

MBAA 653

MBAA 643

Contemporary Legal, Regulatory, and Ethical Issues in Business

Business Competitiveness and the Macro Environment

Applied Strategic Research Project - Economics

1

4

2

Trimester IV: Information Systems, Business and Management Practices in Global Settings and Strategic Marketing

MBAA 678

MBAA 654

MBAA 694

MBAA 644

Managing Information Systems for Business Innovation

Competing in Local and Global Markets

Business and Management Practices in Global Settings

Applied Strategic Research Project - Marketing

3

4

3

2

Trimester V: Strategic Management in Competitive Global Environments

MBAA 655

MBAA 645

MBAA 646

MBAA 647

MBAA 648

Strategically Managing Organizations

Applied Strategic Research Project - Strategy

Applied Strategic Research Project VI

Applied Strategic Research Project VII

Applied Strategic Research Project VIII

6

2

 

Executive MBA Course Descriptions

Trimester I: Leading People in Changing Organizations

The human side of management is one of the most significant factors in successful management of any organization. In this trimester, the participants learn new skills and enhance their capacity to lead people and manage human issues in complex organizations. Readings, self-exploration, experiential exercises, and interaction with faculty and fellow students provide an opportunity not only to explore, but also to apply principles dealing with an array of current organizational behavior issues.

MBAA 670. Understanding Human Behavior in Organizations (4)

Complex dimensions of individuals and organizations are explored. Conceptual and experiential approaches to communication, self-awareness, perception, motivation, leadership, creative problem solving, ethics, and social responsibility are examined. Students experience intrapersonal, interpersonal, and group dynamics and learn to apply behavioral theories to issues of human behavior. Leadership style as a determinant of culture, quality, and productivity also is addressed. Culture origins of family background and organization life are thoroughly investigated.

MBAA 671. Leading Innovation and Change in Cross-Cultural Environments (4)

Building on the foundation laid in MBAA 670 Understanding Human Behavior in Organizations, this course continues the applied behavioral science component of the EMBA degree. The exploration of leadership extends to the management of people and innovations across cultures. A view of American managers abroad as well as the management of diversity in the United States is investigated. Leadership as a determinant of culture, quality, and productivity is further addressed. Culture is thoroughly investigated—both as a phenomenon of organizations and as a composite of people in various countries. Organizational culture as it applies to the implementation of business strategy is investigated, and extrapolations are made about its efficacy to achieve the organization's vision and mission.

MBAA 681. Applied Strategic Project (1)

The Applied Strategic Project provides students with the opportunity to apply the knowledge and analytical skills acquired through their course work in Trimester I to an appropriate business problem or opportunity of their choosing. Students are encouraged to conduct the series of applied research projects on a single business entity, which provides the opportunity to create an integrated comprehensive analysis, strategy formulation, and strategic implementation plan that addresses the chosen business opportunity or problem.

Trimester II: Managerial Control and Financial Management

Management decision making requires the use of appropriate tools and techniques for analyzing financial and quantitative data. In this trimester, students examine conceptual models of decision support systems and appropriate technologies to give the executive more practical tools for analytical and creative problem solving. Building upon these tools, students will progress to the management accounting course to acquire knowledge and skills to identify critical performance measures for managing a business. The trimester concludes with a course on the strategic management of financial resources.

MBAA 672. Quantitative Analysis for Business Operations (4)

The focus of this course is on the application of quantitative analysis techniques to strategic business decision making and the management of production and service operations. Specific analytical tools covered will include forecasting, decision analysis, simulation, linear programming, and project management. These quantitative decision support techniques assist managerial decision making in the dynamic and highly competitive world of business, including applications to finance, marketing, engineering, manufacturing, quality, service, and human resource problems.

MBAA 663. Management Accounting and Control (3)

This course provides students with an understanding of the management accounting tools and techniques used to generate information for management decision making and control. These tools include ratio analysis, common size statement analysis, and trend analysis. The course also will cover the application of these and other analytical tools to understanding and interpreting financial statements.

MBAA 673. Strategic Issues in Corporate Finance (3)

Students use technology in the classroom and outside the classroom to analyze a variety of financial issues. In the classroom, the students use laptop computers to perform hands-on analyses of real-world financial issues. The Internet is used to download a variety of financial data and Excel templates used in the classroom. In a team project, the students use a computer-based simulation to make a series of financial decisions on internal versus external financing, debt versus equity financing, inventory levels, sales and profit projections, and asset allocation. During the course, the students also work in the following areas of finance: currency translation of multinational financial statements, cash flow, working capital management, financial forecasting, capital budgeting, and lease versus buy analysis.

MBAA 682. Applied Strategic Project II (1)

The Applied Strategic Project II provides students with the opportunity to apply the knowledge and analytical skills acquired through their course work in Trimester II to an appropriate business problem or opportunity of their choosing. Students are encouraged to conduct the series of applied research projects on a single business entity, which provides the opportunity to create an integrated comprehensive analysis, strategy formulation, and strategic implementation plan that addresses the chosen business opportunity or problem.

Trimester III: Law & Ethics and Global Economics

The focus of this trimester is on providing a detailed examination of market and economic factors that are critical to the strategic planning process from both national and international perspectives. Students explore the ways in which key decisions are influenced by market and economic considerations and how firms market products and services to serve customers in different industrial and market settings. Students learn how to forecast the impact of fluctuations in economic and market variables (i.e., demand, pricing, and promotion) for performance in competitive markets.

MBAA 690. Contemporary Legal, Regulatory and Ethical Issues in Business (1)

This course offers students a framework for understanding the intimate connection between ethics, law, and regulation in business environments. The course aims to provide a solid grounding in the fundamental ethical and legal principles that business executives must know to successfully conduct business to avoid increasingly severe criminal and civil sanctions and attendant negative publicity. Topics that will be covered include an overview of the U.S. legal system and an analysis of the fundamental ethical and legal principles of U.S. and international business law. Students will be encouraged to scrutinize their own personal and business conduct and that of their organizations to determine whether both they and their organizations are complying with the ethical and legal standards of the 21st century.

MBAA 664. The Impact of the Macro Environment on Business Decisions (2)

This course is concerned with how the macro environment directly and indirectly impacts contemporary business decision making. While special emphasis is given to macroeconomics, other environmental factors such as technology, social behavior, and political and legal trends also are studied.

MBAA 674. Evaluating Competitiveness of Business Enterprises (4)

This course is concerned with the examination of the macro environment, which includes the influences of economic, political, social, technological, and legal forces as a foundation for strategic management in a multinational arena. Students appreciate the changing dynamics of the structure, conduct, and performance of domestic industries in preparation for understanding foreign country risk analysis and international business activities. Business production, the management of cycles, trends, and forecasts; as well as the role of government are studied within a changing domestic and global perspective of capitalism. Students learn to perform comprehensive analyses of business decisions, for example, pricing products and forecasting, and how to study industry performance and market responses of organizations under varying environmental conditions. The impact of social philosophies and government policies in the business environment also is examined.

MBAA 683. Applied Strategic Project III (1)

The Applied Strategic Project III provides students with the opportunity to apply the knowledge and analytical skills acquired through their course work in Trimester III to an appropriate business problem or opportunity of their choosing. Students are encouraged to conduct the series of applied research projects on a single business entity, which provides the opportunity to create an integrated comprehensive analysis, strategy formulation, and strategic implementation plan that addresses the chosen business opportunity or problem.

Trimester IV: Information Systems, Global Business, Marketing

In the penultimate trimester of the EMBA program, the students continue to integrate the concepts and management tools they have studied thus far. In particular, the trimester focuses on the application of this accumulated learning to the competitive and strategic challenges of contemporary marketing in both the domestic and the global environment. The students will gain firsthand experience of the international marketplace through participation in an eight-day visit to Europe, Asia, or Latin America; this session requires the students to complete a cross-cultural project embracing conditions, strategies, and practices in global business management. In addition, the trimester incorporates a two-day ethics and law session during which the students explore and assess concepts of morality, ethics, social responsibility, law, and criminality. Particular emphasis is placed on the consequences of executive conduct and decision making.

MBAA 678. Managing Information Systems for Business Innovation (3)

This course aims to provide students with an understanding of the nature of IT-based information systems and how firms can gain competitive advantage by using information systems to enable business innovation through redesign of product and service offerings, business and organization processes, and organization structures. The course also will provide students with the knowledge and skills to effectively manage the acquisition, implementation, and use of information systems to bring about business innovation.

MBAA 665. Contemporary Marketing Applications (2)

This course addresses strategic marketing in competitive environments by examining the application of the strategic theories and concepts covered earlier. Tactical responses to challenges in the areas of product development, pricing, promotion, and distribution will be examined.

MBAA 675. Strategic Marketing in Competitive Environments (4)

This course explores the cost and value of acquiring, servicing, and retaining global customers. It begins with a thorough understanding of customer segmentation, profiling, and purchase behavior. Using the framework of the marketing mix, it moves on to coordinating pricing, advertising and promotion, and sales and distribution. In the final session, the course explores the strategic role of marketing, from new product development to managing cross-functional relations, as well as the impact of marketing practices on the social system.

MBAA 677. Business and Management Practices in Global Settings (2)

This course focuses on tools and techniques to develop and sustain a long-lasting global competitive advantage. It offers the students firsthand experience in international business and management. The students travel abroad for eight days and are provided opportunities to interact with business executives and country officials. The class will examine practices that lead to effective implementation and management in a variety of challenging environments. Culture, economy, marketing, finance, operations, and technology-enriched dimensions of building globally and locally competitive business enterprises are explored. Issues relating to global implementation of the grand strategy along functions (i.e., finance, marketing, human resources, operations) and lines of business are studied. Single- and multi-business organizations, multinational organizations, new ventures, alliances and partnerships, as well as established organizations in a variety of global industries are studied.

MBAA 684. Applied Strategic Project IV (1)

The Applied Strategic Project IV provides students with the opportunity to apply the knowledge and analytical skills acquired through their course work in Trimester IV to an appropriate business problem or opportunity of their choosing. Students are encouraged to conduct the series of applied research projects on a single business entity, which provides the opportunity to create an integrated comprehensive analysis, strategy formulation, and strategic implementation plan that addresses the chosen business opportunity or problem.

Trimester V: Strategic Management in Competitive Environments

In this final trimester of EMBA, the students learn to view critical strategic issues of the firm from a senior executive's perspective and think and implement strategically. The trimester has four streams of activities: crafting the grand strategy, implementing the strategy, strategic management simulation, and strategic management project. The crafting strategy stream focuses on integrating concepts and lessons learned in prior trimesters, learning new strategic concepts, generating and analyzing strategies, and developing superior strategies and the grand strategy in a global environment. The second stream focuses on the opportunities and challenges in implementing the grand strategy. Students learn concepts and practical methods of implementation. This involves learning how to design enabling organizational structures, processes, and measures for effective alignment of performance to the strategy. The third activity involves students conducting a strategic management simulation, which highlights key aspects of managing a company in an evolving industry and changing environment. The fourth stream requires students to prepare and complete their capstone strategic management projects. They integrate and build on this and previous courses' concepts and apply them to their firms in their strategic management projects.

MBAA 676. Crafting Business Strategy (4)

This course introduces a process for conducting strategic analyses (including SWOT) that integrates and extends what has been learned in previous trimesters. The process is applied using case studies of different business organizations in different industries, giving students an opportunity to assess strategic decision making in a variety of environments. Students examine the differences in business, corporate, industry, and global strategies as well as strategic options within each type of strategy. They develop a solid understanding of how to create strategic options and craft a grand strategy, which embodies, integrates, and synthesizes multiple types of strategies. It examines the link between strategy and structure and explores design choices for building and sustaining core competencies to effectively and efficiently implement the strategy under differing external conditions. Issues relating to management of alliances and partnerships are examined. Concepts and tools for managing external and internal interrelationships and cross-impacts of businesses, functions, and processes are introduced. Included is a study of how organizational structure and processes progressively evolve during their stages of development from start-up entrepreneurship to mature, complex global systems.

MBAA 679. Planning and Controlling Strategic Implementation (4)

This course continues concepts and applications that were developed in MBAA 676 Crafting Business Strategy, provides students with a framework for planning and control of implementation and demonstrates how such a framework is derived from the organization's grand strategy. The course examines ways in which a grand strategy can be implemented through the design of effective business models, virtual organizations, key functional areas, departments, and organizational units. Topics include developing integrated strategies and plans at business unit and functional (finance, marketing, production, R&D, human resources, etc.) levels. Students explore alternative future scenarios and consider contingency operational plans in an era of hypercompetition, globalization, disruptive innovation, and economic and political uncertainties. Approaches to performance management, rewards, measurement and control systems, and change management are explored and applied. The role of the leadership in creation of an adaptive corporate culture for effective implementation of the grand strategy is examined. The course applies the concepts to the EMBA strategic management project.

MBAA 685. Applied Strategic Project V (2)

The Applied Strategic Plan V provides students with the opportunity to apply the knowledge and analytical skills acquired through their course work in trimester V and to integrate the applied research projects completed in previous trimesters into an integrated comprehensive analysis, strategy formulation, and strategic implementation plan that addresses a chosen business opportunity or problem.