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The Executive MBA program is designed around nine subject areas. Each subject area is cross functional and is designed to integrate fundamental business topics within key problem domains.

The cohort structure of the Executive MBA program allows for development of a high level of continuity and mutual support. Classes are kept small to promote close interaction between students, and coursework includes both individual work and team projects. Every student becomes a member of a study group. Groups are formed on the basis of professional diversity and geographic convenience. Each group determines how to fulfill the requirements of the class while balancing the expectations of home and work. Typically, the groups meet either in person or electronically.

The Executive MBA program begins and ends with intensive residential weekends devoted to the theme of leadership. In between, there are four academic terms lasting approximately three months each. For each term there are two subject areas as described below

In addition, there are four foundation courses intended to equalize the level of preparation across a diverse student body. An examination of individual transcripts will determine which foundation courses are required of each student. The foundation courses are offered in October and December.

It is encouraged that students who are waived from foundation classes sit in on the classes as a refresher.

Semester 1

The goal of this course is to present the methods, concepts, techniques and ideas of decision analysis at a level appropriate for executives. Topics include statistical decisions, decision support systems, political decisions, analytical hierarchy process, and ethical decisions. Applications might include quality control, selection of target markets, allocation of costs, resource allocation, personnel selection, and investment decisions.

This course covers the constraints that shape business decisions. The major environmental forces with which executives must contend include: 1) government regulation; 2) socio-cultural trends; 3) labor unions, special interest groups, and other stakeholders; 4) macroeconomic forces involving international competition, money supply, and government fiscal policy; and 5) ethics and values. Possible applications include negative publicity and how to respond; downsizing decisions; when to lobby and how; ethics and values in a global perspective; handling conflicts across cultures.

Semester 2

The focus here is on shareholder value. Long term profit maximization, as measured by economic value-added, is the unifying thread. This requires attention to customer value and employee value as well. Investment decisions will be examined from various perspectives, including present value, cash flow, rate of return, and allocation of costs.

The goal of this course is to prepare executives for managing global enterprises. Topics include theories of international trade and competition, cultural differences among European, Asian, and Third World consumers, employees, markets; import and export decisions, and international differences in accounting principles, business organization, and management practice.

Semester 3

This course is about managing the flow of products from origin through transformation (i.e. procurement, production and distribution) to delivery to the ultimate user. The supply chain management process is directly linked to e-commerce, as it is the biggest commercial user of internet services. The course is designed to be strategic in orientation, emphasizing the framework of the supply chain and the context of management decisions. It also emphasizes quantitative methods in supply chain managements. Topics include make or buy decisions, selection and evaluation of suppliers, inventory management, resource planning for production, selection of distribution channels, and managing relationships up and down the supply chain.

This course focuses on the challenges of successfully developing and introducing ‘new-to-the-world’ or very complex products. Topics include: 1) identification and evaluation of market opportunities; 2) cross-functional teamwork necessary for successful product design; 3) insuring that the new product meets customer needs; 4) go-no go decisions among competing product designs; 5) critical success factors with respect to product launch; 6) distinctive challenges at each phase of the product life-cycle.

Semester 4

This course will explore the concepts, theories and recent cases of organizational decline, distress, insolvency and bankruptcy, and examine recent past and contemporary product-based, financial, marketing, alliance-based and joint- venture-based turnaround strategies under each of the four stages of organizational sickness. Other specific topics covered will include: crises management; psychology and leadership of turnaround management; Bankruptcy Law under Chapter 7 and Chapter 11 provisions; mergers, acquisitions, and takeovers as turnaround strategies; organizational downsizing, relocation, restructuring and reengineering as turnaround options; shareholder value creation, innovation, creating new market spaces, and global outreach as turnaround strategies.

This course addresses issues associated with the formation of a new business entity. The classic case is the founding of a small startup. Other examples of a new venture would include: 1) a spin-off of an existing business unit; 2) a management buyout; 3) skunk works and other instances of ‘entrepreneurship’; and 4) mergers and acquisitions. The focus is on making strategic decisions with respect to a new business venture, including go-no go decisions, identification of opportunities, organizational design decisions, decisions about what kind of capital to seek, and decisions about hiring management for new ventures.

Capstone Weekend
Culmination of the program; links back to the first leadership weekend and ties together the various themes.

Foundation Courses (If Required)

Algebra, probability and statistics required for business decisions.

Income statements, balance sheets, and how to read them

Analysis of economics of firm decisions

Financial criteria for evaluating investments and projects

Program Schedule and Admission Requirements
We invite you to take an exciting role in the Executive MBA program. The program will welcome a new Greater Detroit Metropolitan cohort every January.

Program length: 15 months

Admission Requirements:
Undergraduate degree from an accredited university. A proven track record in business, which normally means ten years of business experience including a significant amount of executive responsibility. Individuals wishing to enter the Executive MBA program should be nominated by their respective organizations.