Executive MBA Program
This degree in management, designed for middle-level professionals, incorporates Lean Six Sigma Green Belt certification, Capstone Simulation (Capsim), and an overseas trip that enhance strong leadership skills and critical decision-making paradigms. It is designed to give you the behavioral-management skills necessary to advance and effect change in your company. Team building, communication, motivation, and decision-making skills are stressed throughout the curriculum.
All classes are taught on Saturdays, and you may finish in less than two years. Our cost-efficient program covers books, food, tuition, iPad, financial calculator and overseas trip in the $60,000 tuition.
Corporations that have sponsored their employees in the EMBA program include AT&T, Bombardier Inc, Citi Bank, MCI, Morgan Stanley, NY Life Insurance, Pfizer, Saint Vincent’s Hospital, Time Warner, UPS, Verizon, and many more.
Jerrier M. Atassi M'12
Atassi is vice president, global markets systems — operations and infrastructure at The Bank of New York Mellon. He often invites Wagner students to visit his office and intern there.
The Executive MBA Program consists of 45 credits (15 three-credit courses and a non-credit workshop). These courses give you the knowledge and skills necessary for dealing with new and complex challenges that managers face in our rapidly changing world.
Functional tier (21 credits): gives you specific technical expertise in economics, accounting, management, marketing, finance, statistics and computer usage.
Integrative tier (12 credits): ensures that you understand how the entire organization functions and how it relates with its environment.
Behavioral tier (12 credits): helps you learn about the consequences of your personal management style and develop more effective methods of motivating the people you manage.
You will join a small cohort of other students from a wide range of industries, share your experiences and perceptions, and take your courses in a prescribed sequence. Methods of instruction include traditional lectures and class discussions, case studies, advanced computer simulations, and experiential exercises. A unique feature of the program is the use of a large-scale behavioral simulation, where you assume a specific managerial role in a fictitious organization and receive feedback on your use of strategic leadership skills and ability to influence change in the organization.
Classes are normally scheduled on Saturdays (8:30 a.m. – 4:30 p.m.) for three semesters during the year. No classes will be offered on holidays or during August. This schedule imposes minimal interruptions to your work and personal activities. Courses are taken in a prescribed sequence.
BUE 621 Operations Management/IT for Competitive Advantage
MGE 650 Research in Business Ethics
MGE 618 Total Quality Management
ACE 610 Managerial Accounting
BUE 645 Current Issues in Business
MGE 615 Leading and Managing Corporate Change
BUE 616 Managerial Economics
MKE 646 Global Strategic Marketing
MGE 610 Negotiation and Management of Critical Issues
BUE 612 Data Analysis
MGE 616 Strategic and Competitive Advantage Protocols
MGE 605 Global Strategy—Integrated with Six Sigma
FIE 633 Managerial Finance
BUE 660 Executive Leadership
BUE 640 Global Competitive Business Study: a one-week program, related to studies in international business and the business-government relationship, in the major business center of one or two foreign countries. Past cohorts have traveled to England, Italy, Germany, Switzerland, Ireland, France, Belgium, Greece, or the Netherlands.
BUE 621 Operations Management/ IT for Competitive Advantage. This course provides a strategic perspective on value chains that create and deliver goods and services to customers. The course will introduce principles and tools that are related to the design, measurement, improvement, and sustainability of processes within an organization. Course topics explore the role of market segment choices and operating priorities as they influence decisions about process flows, supply chain design, process architecture, customer service, waste reduction, quality, responsiveness, and social responsibility. 3 credits.
BUE 612 Applied Data Analysis. The practical application of statistical techniques, supported by computer software, to specific management problems. Skills in using the computer to perform various statistical analyses and presenting data are developed. 3 credits.
MGE 618 Total Quality Management/Six Sigma. This course examines the underlying principles of the quality initiative and a number of emerging strategies for leadership and organizational change. It includes the critical areas that must be addressed if the TQM processes are to take root in any organization: relationship skills, communication skills, motivational management, and personal performance. Emphasis is placed on making the organization more customer-focused in its behavior. Six sigma protocol and projects are introduced. 3 credits.
ACE 610 Managerial Accounting. The application of accounting concepts and techniques to managerial control and decision making. Attention is given to financial statement analysis, cost allocation, variance analysis, and management controls. 3 credits.
BUE 641 Data Collections Methods. The use of business research methods to study problems facing the firm. An understanding of the various methods used to collect data (focus groups, interviews, surveys, observations) and analyze data is developed. 3 credits.
MGE 614 Leading and Managing Corporate Change. This course will increase a student’s understanding of organizational change by providing an integrative overview of the many human issues, such as motivation, leadership, and control systems, that comprise the art of managing change. Additionally this course will highlight the role played by having a positive attitude toward change—conflict resolution is also stressed. 3 credits.
FIE 632 Working Capital Management. Exposure to corporate decisions in restructuring and managing working capital while assessing the risks and returns of corporate decisions. This course will focus on the role of the CFO and how he/she strategically approaches financial problems and future capital expenditure plans using the latest data to arrive at these decisions. Topics include management of short/long term assets and liabilities, financial statement analysis, planning, budgeting, strategic plans and bankruptcy. Financial instruments including stocks, bonds, futures, options and swaps will be discussed. Financial calculator (TI BA II Professional) and excel functions will be utilized in all facets of working capital decision making, incorporating FV, NPV and IRR. 3 credits.
MKE 646 Global Strategic Marketing. This course examines how the international market environment affects the design and implementation of a successful marketing strategy in global markets. The course is designed to provide the participants with an enhanced concept of the following: the international dimensions of marketing; conceptual frameworks to analyze the environmental uniqueness of each market with emphasis on the cultural, economic and political elements; skills in the discussion of such issues as business ethics, trade protectionism, marketing practices of MNCs, and transfer pricing; development of research skills in international marketing, especially in identifying information sources, data collection, analysis, report writing and presenting; and the ability to design, develop and implement a full-scale international marketing plan. 3 credits.
MGE 610 Negotiation and Management of Critical Issues. Analysis and practice of management and interpersonal dealings utilized in the business environment. The course explores writing techniques linked with business correspondence and reports required by managers and business professionals. Emphasis will also be placed on current management issues in organizations such as change, conflict resolution, negotiation, re-engineering, customer dealings, crisis management, technology, and globalization. 3 credits.
MGE 650 Research in Business Ethics. This course will allow students to develop particular knowledge in business ethics by structuring and completing a faculty supervised research project. This area of investigation is proposed in writing to a professor by the student and must be approved by the professor. Students display research skills and technical competence through the oral presentation of a written report outlining the nature and significance of the project chosen and the resulting conclusions. 3 credits.
MGE 616 Strategic and Competitive Advantage Protocols. This course explores the strategic management of the global firm. Readings, cases, group projects and discussions are used to present the analytical tools and techniques that support strategy formulation, and the related managerial skills and decision processes that foster strategy implementation in the global business environment. Topics covered include: industry analysis, competitor analysis, value chain management, competitive positioning, building core competencies, leveraging organizational resources, and corporate strategic management. 3 credits.
MGE 605 Global Strategy — Integrated with Six Sigma. The course will focus on how multinational corporations and other firms create and sustain competitive advantage in a highly competitive, networked economy. Models that will be studied include Porter’s Five Forces. Strategic innovation, the resource based view of a firm, and new business models are other important topics. Emphasis is placed on strategy formulation at the corporate level as well as implementation of strategies across all levels of the organization. 3 credits.
FIE 633 Managerial Finance. The study of financial techniques to maximize the value of the corporation. Topics covered include capital budgeting and discounted cash flow techniques, cost of capital, equity and bond financing, working capital management and capital structure. 3 credits.
BUE 660 Executive Leadership. The goal of this course is to help you develop your leadership potential. Beyond intelligence and technical savvy, what separates leaders from average managers is a set of individual skills, such as the ability to make sound decisions under ambiguous circumstances, and a set of social skills, such as the ability to build productive working relationships among team members. Students run a $100 million electronic sensor company over an 8-year period in a complex business simulation. Each Capstone company operates in five markets: Low, Traditional, High, Size and Performance. Each simulated year, students will be required to make decisions in Research and Development, Finance, Human Resources, Production, Marketing and all aspects of Management. Labor Negotiations, TQM and Advanced Marketing modules may be added at the discretion of the professor. The simulation is conducted as a zero-sum exercise which acts as a challenging culmination of knowledge gained throughout the MBA program. 3 credits.
BUE 640 Global Competitive Business Study. Students will attend a one-week field project overseas or in the United States related to international trade, government-business relations, and political economy. Presentations will be given by top academic, government and corporate officials accompanied by an intensive question and answer period. Recent visits include: England, Germany, Ireland, Italy, Netherlands, France and Switzerland. 3 credits.
Cynthia L. Benson, DO MPH MBA
Wagner EMBA '14; Clinical Director, Emergency Department at Staten Island University Hospital