Program Course Work
The courses in the program have an applied policy-making orientation and make extensive use of cases and other experimental materials. The curriculum is comprised of a set of common "core" courses that all participants take.
The program curriculum contains an orientation session and five modules as follows:
Orientation (West Lafayette, Indiana, USA)
Our orientation session, also called program launch, is the opportunity for students to learn both the systems of the program and dive into course content. This important week covers topics such as group dynamics & team building, cross-cultural awareness, business analytics, managerial economics, and managing behavior in organizations. You will also learn about the information technology and library systems available to you. The interactions formed during this week will not only serve you for the rest of the program, but will last a life-time.
Module 1. (TIAS, Tilburg, The Netherlands)
- Accounting for Managers
- Business Analytics
- Managerial Economics
- Managing Behavior in Organizations
- Professional Development
Module 2. (Rio de Janeiro and Sao Paolo, Brazil)
- Finance for Managers
- Marketing Strategy
Module 3. (CEU, Budapest, Hungary)
- Management of Manufacturing and Service Operations
- International Financial Management
- Global Strategy: Doing Business in Latin America
- Global Macroeconomics
Module 4. (Purdue, West Lafayette, Indiana, US)
- Strategic Management
- Business Law & Ethics
- International Negotiations
- Active Learning Team Project (ALP) will be part of this residency schedule
Module 5. (Tianjin, Beijing, and Shanghai, China)
- Global Strategy: Doing Business in Asia
- Active Learning Team Project
Accounting for Managers covers the basics of financial and managerial accounting. The course aims at teaching participants how to record data in line with reporting requirements and how to analyze balance sheet information. The second part of the course will focus on how to interpret a company's internal methods of costing goods and services from a managerial perspective. A variety of manufacturing and service industries will be studied to provide insight into accounting systems that provide the best match for each company in terms of its field, competitive standing and multinational setting.
This course provides participants with an insight on how to make sound business decisions on the basis of quantitative analysis. The course emphasizes the application of models in practice, integrating homework exercises, case analyses, and computer exercises. The focus of the course is as much on modeling and presenting solutions to business problems as on understanding statistical concepts and methods.
This course develops a high level of knowledge regarding the contribution competing economic theories make to understanding the strategic behavior and the nature of economic organizations. An understanding of the economic fundamentals that drive efficiency, effectiveness and competitive advantage is essential for managers particularly in turbulent times.
This course is to provide a solid foundation in (and overview of) the area or Organizational Behavior (OB), with particular emphasis on what practicing managers need to know about managing human capital in organizations. Specific topics include (but are not limited to) the importance of strategic and evidence-based approaches to managing and making decisions about human capital, promoting effective group and team dynamics, understanding and developing leadership in organizations, understanding and managing organizational culture and ethics, managing organizational change and development.
The course deals with the management of the financial affairs of the non-financial firm. The overriding theme is the development of strategies aimed at the maximization of the market value of the enterprise. Managerial decision rules designed to serve this objective will be examined. While the course relies on a theoretical framework for the establishment of such rules, based on the discipline imposed by the external capital market, the intent throughout will be to take that theoretical framework to the point of application to specific business decision problems. Accordingly, there will be heavy emphasis on the use of \"case\" situations as the vehicles for the class discussions. Topics to be covered include: the nature of the firm\'s cash flow cycle; cash forecasting and budgeting; working capital management; credit decisions; financial distress; long-term investment decision analysis; and the administration of a firm\'s capital expenditure program. Furthermore longer-term investing and financing decisions will be discussed, including: capital structure design, measuring a firm's cost of capital, firm valuation, mergers and acquisitions, and private equity transactions.
Marketing has been defined as \"a social and managerial process by which individuals and groups obtain what they need and want through creating, offering and exchanging products of value with others.\" It is a business function that identifies unfulfilled needs and wants, defines and measures their magnitude, determines which target markets the organization can best serve, decides on appropriate products, services, and programs to serve these markets, and calls upon everyone in the organization to \"think and serve the customer.\" The course is designed to give the participant the maximum involvement in the broad sweep of marketing activities, functions, and problems. The main focus is on decision making within the context of marketing functions.
Macroeconomics seeks to understand and explain phenomena such as inflation, unemployment, interest rates and the balance of payments. This course investigates the causes of macroeconomic fluctuations, their consequences and what role government should play in dealing with resulting problems. Special attention is given to monetary and fiscal policies, including government deficits and the effects of tax rates. Since the macroeconomic situation of most countries is increasingly affected by international currents, these are also closely scrutinized in the course.
Operations and supply chains are responsible for the bulk of the assets of a company and their deployment has a significant impact on performance. The first part of this course focuses on operational choices for a single company. It will focus on firm level choices of capacity, inventory and lead time to optimize performance. The goal is to understand the impact of these choices on the system and anticipate the impact of making changes. Example operations discussed will include manufacturing and service systems, ranging from automobile and appliances to call centers, health care and banking. The second part of the course will focus on managing supply chains i.e., collections of firms who jointly generate the product or service. It will focus on understanding the impact of network structure, levels of capacity, impact of forecast error and lead time, approaches to manage global procurement etc. In summary, the course will develop the capability to enhance competitiveness by improving the management of the operation or supply chain.
Strategic management takes the perspective of the general manager who is involved with managing an entire business unit. One of the most important notions which will be developed in this course is that of competitive advantage. Competitive advantage has complex origins and cannot be sustainable unless its sources can be protected from duplication and imitation. The course focuses on the fundamental conditions that permit a firm to conceive, develop and sustain a superior strategic position. The course provides an opportunity to develop approaches to general management based on an integration of multi-functional and administrative perspectives. As the course develops, participants will practice the application of concepts, tools, and approaches developed in the various readings and during the class discussions.
The course focuses on the investment and financing decisions of the multinational firm. Areas covered include: the management of currency risk; equilibrium relationships in the international financial marketplace; accounting for foreign operations; the taxation of global businesses; multicurrency funding choices; and foreign capital expenditure decisions. The course builds on the previous Finance course and the use of case analyses as the primary vehicles for class discussion continues. Among the key messages to be delivered is that there are substantial parallels between the principles that apply to domestic financial decisions, and those which are relevant to across-country and across-currency such decisions.
The purpose of the course is to provide the student with an understanding of the legal environment as it pertains to business organizations and of the ethical considerations and social and political influences that affect such organizations. Students will examine a wide range of substantive rules of public law that will provide a framework for a discussion of the ways in which managerial decision making affects and is affected by the legal environment.
This is a course about negotiations and dispute resolution. It covers the various types of negotiation situations we face at work and in our daily lives (distributive, integrative and intraorganizational). It also focuses on the various forms of alternative dispute resolution (ADR) mechanisms that are useful in resolving problems when negotiations are unsuccessful or break down. The most useful of these techniques used to resolve negotiation disputes are mediation and arbitration. Finally, it covers the special field of international negotiations and familiarizes the student with negotiations in a global environment.
Global Strategy: Doing Business in Latin America
The course provides participants with an in-depth analysis of the main cultural, economic, social, and political trends that shape the way business practices are conducted in Latin America. We achieve this through readings, interaction with local faculty, and visits to companies during the Mexico/Brazil residencies. Being its second largest economy (by GPD), Mexico plays an important role in the Latin American subcontinent. However, given historical and cultural phenomena, an overview of the complete region is also going to be provided (with the second and third largest economies, Brazil and Argentina, as main actors).
Global Strategy: Doing Business in Asia
This course focuses on the strategic challenges confronting firms which compete in the global economy. Major topics for the course include motivations and challenges of internationalization, foreign market entry strategies, building competitive advantage in global industries, and the influence of culture and institutions. We will discuss the strategies of both manufacturing and service firms and balance between firms based in Asia and competing regions. Company visits and guest speakers will round out our understanding. This approach will allow us to answer the fundamental question in international business and strategic management: What determines the international success and failure of companies?
Leaders shape an organization’s strategy, culture, structure, and reward systems. They thus exert a major influence on the motivation and behavior of employees. Generally, one can distinguish between the leadership of organizations – that is, the strategic leadership exhibited by top managers – and the leadership in organizations – that is, the leadership provided at various levels of the organizational hierarchy. In this course, we will primarily explore the latter. We will address questions such as, “What leadership skills and behaviors are conducive to high employee performance and satisfaction?”; “How should leadership behaviors be adapted to different contextual conditions?”; and “What can I do to become an effective leader?”. The course will help participants to deal with the many challenges that are associated with occupying leadership positions and to develop a “leadership mindset”.