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Course Schedule

Presidents and Key Executives MBA (PKE MBA)

The Presidents and Key Executives MBA program is a 15-month program comprising 50 units of course credit. Pepperdine PKE MBA classes meet approximately once a month.

Course No. PKE MBA Course Name Units
Trimester I
  Effective Executive Workshop (EEW) 0
MBAK 611 Leadership Challenges for Company Presidents & Senior Executives 4
MBAK 612 Creating the Future 2
MBAK 662 Leading Organizational Change 2
MBAK 671 Project Seminar 2
Trimester II
MBAK 631 Integrated Financial and Managerial Accounting Systems 2
MBAK 632 Resource Acquisition and Allocation 4
MBAK 651 Strategic Thinking 2
MBAK 672 Project Seminar 4
Trimester III
MBAK 621 Industry Analysis and Performance Forecasting 2
MBAK 622 The Contemporary Global Environment 4
MBAK 642 Building Market-Driven Organizations 4
MBAK 676 International Session 2
MBAK 673 Project Seminar 2
Trimester IV
MBAK 641 International Business 2
MBAK 652 Generating and Analyzing Strategic Options 4
MBAK 661 Implementing Strategic Decisions 2
MBAK 613 Organizational Ethics 2
MBAK 674 Project Seminar 2
MBAK 675 Project Seminar 2

PKE MBA Course Descriptions

Trimester 1

MBAK 611. Leadership Challenges for Company Presidents and Senior Executives (4)

Based on research into the needs and learning patterns of senior executives, this course is designed to enhance performance in the role of corporate leader. The course begins with the effective executive workshop, in which a learning community—complete with a student-generated contract—is established. The workshop and subsequent classes will serve as a container, a context, and a catalyst for the personal and professional development of each student. Using General Systems Theory as a framework and drawing on established research and theory in the behavioral sciences, the course will emphasize the following topics: personal presence and the understanding and exploring of interpersonal influence patterns, principles and practice of team formation and facilitation competencies, clinical/observational approaches to organizational cultural diagnostics, and developing leadership competencies.

MBAK 612. Creating the Future (2)

The course solidifies the contract formed in MBAK 611 Leadership Challenges for Company Presidents and Senior Executives and pursues topics such as managing people through crisis and change, visioning to create the future, and professional and career development planning.

MBAK 662. Leadership Organizational Change (2)

Building on the foundation laid in MBAK 611 Leadership Challenges for Company Presidents and Senior Executives in the areas of leadership competencies and diagnosing organizational cultures as part of the process of organizational change, this course examines leadership qualities and styles as they impact the manager's effectiveness in addressing continual organizational change.

MBAK 671. Project Seminar (2)

In this first integrative experience, the student must design, present, and initiate a strategic project that will continue throughout the program duration.

Trimester 2

MBAK 631. Integrated Financial and Managerial Accounting Systems (2)

The course explores accounting data available to executives and the use of statements as tools for coordinating and evaluating managerial decisions. It will cover activity-based costing, capital budgeting, ratio analysis, and other decision modeling tools.

MBAK 632. Resource Acquisition and Allocation (4)

The course explores means of raising capital in the global financial marketplace; enterprise valuation and enhancement of stakeholder value; mergers, acquisitions, and other means of growth; financial ethics; and corporate compliance. Quantitative tools such as decision theory and linear programming will be used to improve decision making.

MBAK 651. Strategic Thinking (2)

The course provides participants an understanding of what strategy is, different approaches to conceptualizing and characterizing strategy, and ways to generate added economic value in highly competitive environments. Cases from a variety of businesses and from participant experiences are used to develop a critical sensitivity to the firm and its environment.

MBAK 672. Project Seminar (4)

The student continues work on the strategic project, primarily focusing on collecting data.

Trimester 3

MBAK 621. Industry Analysis and Performance Forecasting (2)

The course analyzes the ways firms perform in different market structures and industrial settings. It explores the economic and industry drivers of company performance. Participants will investigate new industrial paradigms, generate alternative scenarios, and extract the implications for the development of the company's strategic business model.

MBAK 622. The Contemporary Global Environment (4)

The course identifies contemporary macroeconomic and regulatory issues and their interface with new opportunities and threats in the emerging technological, socio-cultural, and politico-legal environments of global business.

MBAK 642. Building Market-Driven Organizations (4)

The course pursues the means to respond to the customer options evaluated in MBAK 641 Modeling the Customer Value Chain. It explores the ways technology and telecommunications are transforming the development of global products and services, pricing programs, advertising and promotion, and distribution tactics. It examines the benefits from aligning the entire organization behind customer satisfaction and reviews the role of marketing in shaping as well as responding to the contemporary world.

MBAK 676. International Session (2)

The course focuses on the integration of managerial decision-making skills in a global setting and includes an international visit. Preparation requires the student to draw on previous course work. Participants will meet with business, government, and community leaders as well as visit commercial and industrial facilities. The impact of diverse economic, political, social, and ethical factors on global business management is examined. In meeting a required cross-cultural academic deliverable, the students will apply integrated concepts and tools from their completed courses.

MBAK 673. Project Seminar (2)

The student continues work on the strategic project, primarily focusing on evaluating the collected data.

Trimester 4

MBAK 641. Modeling the Customer Value Chain (2)

The course explores the costs and value of acquiring, servicing, and retaining customers. Software will be used to facilitate the research and modeling of business practices. Particular attention is paid to strategic advantages flowing from building and exploiting enhanced customer information.

MBAK 652. Generating and Analyzing Strategic Options (4)

The course continues the ideas developed in MBAK 651 Strategic Thinking, integrating and extending what has been learned throughout the program by developing strategy formulation skills. The process occurs at business, corporate, industry, and global strategy levels of analyses, culminating in the development of the grand strategy. The course includes a variety of topics, including strategic alliances, joint ventures, and competitive and collaborative choices. Students apply the concepts to their companies and case studies.

MBAK 661. Implementing Strategic Decisions (2)

The course considers the relationship between strategy and organizational structure and sensitizes participants to the design issues and dynamic processes for bringing about effective implementation of strategy. It looks at appropriate organizational structure and forms (e.g., the virtual corporation) to build core competencies and ways that organizations can begin to intersect the future and anticipate and prepare for change. Topics are applied to real-world business situations and cases.

MBAK 613. Organizational Ethics (2)

This two-day workshop is designed as a mechanism for further encouraging active consideration of ethical managerial conduct. It offers students a framework for consideration of the implications of unethical and illegal business practices. Students are encouraged to engage in an assessment of their personal and organizational conduct.

MBAK 674. Project Seminar (2)

Students work to complete their strategic projects, creating and evaluating options, selecting a strategy, and outlining the implementation plan.

MBAK 675. Project Seminar (2)

Students present an oral overview of a refined version of their strategic projects. With the completion of the project and program being imminent, faculty feedback in this course will focus on areas of the project that should be strengthened prior to the student's preparation of the final written version of the project report.