Suffolk's Executive MBA is a 21-month Saturday-only program designed specifically for mid-level executives and working professionals who aspire to greater leadership responsibility.
Suffolk's Executive MBA Program features four required residential seminars designed to promote an educational experience focused on integrated thinking and global leadership.
Management Seminar - As your introduction to the Executive MBA experience, the Management Seminar emphasizes self-awareness, emotional intelligence and ethics, and utilizes a business simulation to drive home its learning goals.
Leadership and Team Building Seminar - Designed to develop and refine organizational leadership skills at multiple levels, this seminar combines classroom activities with a physical challenge, resulting in an intensive educational experience based upon the synergy of concepts and application.
Washington Policy Seminar - Conducted in Washington, DC, this seminar provides a first-hand exposure to the linkages between public and economic policy development and its impact on business strategy development and execution. It includes meetings with key members of Congress, the administration, lobbyists, regulatory agencies, the media, and other organizations who may influence policy development.
Global Business Seminar - An exceptional opportunity for you to experience the global business environment first-hand in Europe, Asia, or South America. The seminar includes a comprehensive examination of the economic, political, and cultural perspectives of doing business in the global community, and exposes you to strategic issues through an experiential learning process.
Suffolk’s Executive MBA offers a cluster-based, fully integrated approach to executive learning with an emphasis on global leadership. Offsite seminars emphasize leadership, global business, diversity and ethics, and policy and management. Case studies, lectures, experiential learning, and management simulations are emphasized in a team-centered environment.
Rather than traditional courses in a sequential order, Suffolk’s Executive MBA features a cluster structure which mirrors how business works across functional areas. Course content and subject areas are represented below.
2.00
The Executive Management Seminar is comprised of activities, exercises, cases, and simulations, all of which are integrated to provide you with an introduction to self-awareness and leadership. The course provides you with the opportunity to learn about and experience first-hand the many complexities in the roles of top leaders and managers. The course is designed using experiential educational processes that help illustrate highly valuable insights students can apply to their leadership development.
3.00
We are all members of a variety of organizations - the companies where we work, families, student bodies, special interest groups, sports teams, political groups, religious groups, etc. Our experiences as organizational members may range from highly satisfying and productive to stressful, unproductive, and unhappy. Likewise, organizational performance itself may run the gamut from highly successful to ineffective and inefficient. Most people in corporations do not fail to advance their careers because they lack accounting skills, a finance background, or because they havent learned to build their own websites. More often, they fail to advance because they lack the management skills necessary to function effectively in an organizational setting. The concepts taught in this course are the foundation for those skills that are a prerequisite for being a successful manager and leader. The field of Organizational Behavior (OB) attempts to explain and predict, and influence how people and groups act in organizations. It involves the systematic study of the behaviors, processes, and structures found in organizations. OB provides the basis for sound management practice. The general purpose of this course is to help you acquire and practice the knowledge and skills essential to managing people and organizations. This knowledge is essential to those whose career goals include achieving leadership positions in an organization.
3.00
Emphasizes the theory and skills of win-win negotiation. Students assess their own negotiation styles, analyze the process of negotiation and apply theory-based skills for integrative problem-solving approaches to negotiation. The course utilizes a mix of teaching tools, including readings, lectures, cases, exercises, videotapes and role-playing.
1.50
Special Topics:
3.00
Designed to develop and refine organizational leadership skills at multiple levels, this seminar combines classroom activities with a physical challenge, resulting in an intensive educational experience based upon the synergy of concept and application.
1.50
EMBA 630 I: Develops the basic tools of microeconomic analysis with emphasis on business decision-making on organizational performance and competitiveness with respect to domestic and international business. Microeconomic topics covered include the price system, supply, and demand, market equilibrium, elasticity, utility theory and consumer choice, short-run and long-run costs and their impact on output decisions in perfect and imperfect markets, and the economics of labor markets, and other factor inputs in the production process. EMBA 630 II: Develops the basic tools of macroeconomic analysis with emphasis on business decision-making on organizational performance and competitiveness with respect to domestic and international business. Macroeconomic topics covered include national output and income, inflation, unemployment, personal consumption and government expenditures, business investment, the Federal Reserve System, money supply and demand, monetary policy, interest rates, aggregate demand and supply, supply side economics, international trade, comparative advantage, and the balance of payments, and exchange rates. This course is a continuation of EMBA 630 I.
Take EMBA-600 EMBA-610 EMGOB-855 EMGOB-860 EMGOB-900;
3.00
This course covers topics of operations management in the services, manufacturing and distribution industries while introducing statistics and quantitative analytic tools relevant to all functional areas. Applications include supply chain management, total quality management, forecasting, inventory planning and control, project planning and management, risk analysis, process design, and human resources issues in a global economy. Analytic tools for these applications include descriptive statistics and graphics, uncertainty assessment, inferences from samples, decision analysis and models, simulation, and regression analysis.
Offered Spring Term
3.00
Deals with the structure and information content of the three principal financial statements of profit-directed companies: the income statement, balance sheet, and statement of cash flows. It develops skills in the use of accounting information to analyze the performance and financial condition of a company and to facilitate decision-making, planning and budgeting, and performance appraisal in a managerial context. Students with no prior background in accounting complete a programmed instruction in the mechanics of double entry accounting at the start of the course.
EMBA 620, EMBA 630, and EMBA 640 OR EMBA 720
1.50
Introduces the basic principles of corporate finance. The main focus of the course is on fundamental principles such as time value of money, asset valuation, and risk and return trade-off. Topics covered also include cost of capital, capital budgeting, and capital structure.
EMBA 620
3.00
Focuses on exploiting information systems (IS) and information technology (IT) for a competitive advantage. It explores the impact of IS and IT on the internal and external environments of organizations. Examines decisions needed for effective deployment of IS and IT, such as selection of IT infrastructure, valuation of IT business models, and analysis of the operational benefits and risks. Introduces students to the opportunities and challenges of managing technology activities to meet the needs of business executives, IT executives, users, and IT partners.
Offered Spring Term
1.50
EMBA 630 I: Develops the basic tools of microeconomic analysis with emphasis on business decision-making on organizational performance and competitiveness with respect to domestic and international business. Microeconomic topics covered include the price system, supply, and demand, market equilibrium, elasticity, utility theory and consumer choice, short-run and long-run costs and their impact on output decisions in perfect and imperfect markets, and the economics of labor markets, and other factor inputs in the production process. EMBA 630 II: Develops the basic tools of macroeconomic analysis with emphasis on business decision-making on organizational performance and competitiveness with respect to domestic and international business. Macroeconomic topics covered include national output and income, inflation, unemployment, personal consumption and government expenditures, business investment, the Federal Reserve System, money supply and demand, monetary policy, interest rates, aggregate demand and supply, supply side economics, international trade, comparative advantage, and the balance of payments, and exchange rates. This course is a continuation of EMBA 630 I.
1.50
Applies multidisciplinary analytical techniques and case analysis as strategic management tools to assist executives in successfully navigating an increasingly complex, evolving, and highly competitive business environment in which ethical, legal, economic, and regulatory forces are continuously reshaping the global marketplace and creating or limiting competitive opportunities.
3.00
Marketing is changing -- constantly driven by dramatic technology developments, globalization, and evolving consumption values, practices, and lifestyles. This course covers marketing themes, theories, and trends that are critical for superior business performance in the 21st century. In this course, we examine current marketing theory as it is being shaped by forward-thinking academics and new developments in business practices. This course provides students with a strong foundation in marketing principles and practices.
3.00
Conducted in Washington, D.C., this seminar provides a first hand exposure to the linkage between public and economic policy and its impact on business strategy development and execution. It includes meetings with key members of Congress, the Administration, lobbyists, the media, and other organizations that may influence policy development.
1.50
Applies multidisciplinary analytical techniques and case analysis as strategic management tools to assist executives in successfully navigating an increasingly complex, evolving, and highly competitive business environment in which ethical, legal, economic, and regulatory forces are continuously reshaping the global marketplace and creating or limiting competitive opportunities.
core courses
3.00
Students develop a multifunctional general management perspective, integrating and applying knowledge and techniques learned in the core courses of the EMBA program. Students also learn about the principal concepts, frameworks, and techniques of strategic management; develop the capacity for strategic thinking; and examine the organizational and environmental contexts in which strategic management unfolds. Students achieve these course objectives through a variety of learning activities, such as case studies, computer simulations, examinations, project reports, and experiential exercises.
3.00
Students analyze markets for financial assets, including the money market and various bond and stock markets. They learn determinants of the level and structure of interest rates, the Federal Reserve impact on markets, how financial institutions operate with respect to their sources and uses of funds, essentials of the regulatory structure of financial markets, transaction costs, and interrelations among markets.
MBA Finance
Complete EMBA core courses
1.50
Taking place internationally, as part of the International Seminar, this course introduces students to the fundamentals of the global business environment and the cross-cultural factors that affect management practice in this environment. Topics covered include economic environment, free trade and regional integration, foreign direct investment, exchange rate determination and relevant government policies, the decision to go international, and the multinational firm and its business functions.
4.00
The objective of the Program Experiential (Field Research Project) is to create a synergistic event that combines a students course work, research, and career business experience which will serve as the capstone of the EMBA Program. The event is a research-based application of what is learned in the classroom to the students professional work environment. This experiential is personally designed, business focused and built on the students own interests and career goals. Each student will be assigned a faculty member to facilitate the successful completion of this field research project.
If you have questions regarding the Executive MBA Program and its curriculum, please contact Kristin S. Polito, Director of the Executive MBA Program at 617-573-8304 or send inquiries to kpolito@suffolk.edu
