SDSU EMBA: Designed to Fit Your Busy Life
We understand how busy your schedule can be. Therefore, the EMBA program courses are
scheduled to make the most efficient use of your time.
Classes meet from 8am to 5pm on Fridays and Saturdays, approximately every other week
for 21 months.
View the calendar and sample class schedule for EMBA XXVII (pdf) or EMBA XXVIII (pdf).
Busy executives find this schedule is much more effective than weekly evening meetings.
This concentrated schedule gives you ample time to work with faculty and fellow classmates,
and provides you with the flexibility necessary to meet your other professional and
personal commitments. You will be taking two courses at a time. One class meets in
the morning and the other in the afternoon on both Friday and Saturday. A typical
class schedule is shown below:
|8:00 a.m. – Noon
||Class I Session
|Noon – 1:00 p.m.
|1:00 p.m. – 5:00 p.m.
||Class II Session
As you would expect, the EMBA program requires full participation in both class attendance
and assigned work. Therefore, you will want to secure the support of your employer,
your family, and the other important people in your life. You must be able to carve
out the time and make the commitment to attend class meetings, and to meet the program's
demands for preparation and outside work. The average student workload is 15 to 20
hours per week beyond the hours spent in class sessions, some of which is spent with
your study group.
You will need to have access to a computer and should have a working knowledge of
word processing, PowerPoint, and spreadsheet software packages. The EMBA classroom
has wireless internet connections, and many of the students bring laptops to class.
The program curriculum offers an integrated blend of theory and practice, and provides
a general management emphasis well-suited to your needs as a mid-career executive.
Courses are structured sequentially so that faculty can build upon the concepts and
skills presented in preceding courses. Teaching methodologies vary with subject matter
and may include classroom lectures, outside reading, case discussions, simulations,
and individual and small group projects. Many course assignments allow you to immediately
apply concepts to situations in your own organizations.
A total of 48 units of course work is required for the degree. First-year courses
develop a solid foundation in traditional business disciplines and introduce you to
the core principles. Second-year course work creates an awareness of the environments
in which businesses operate, provides a comprehensive understanding of organizations,
develops the skills essential to working successfully with people in organizations,
and provides a strategic context for business decision making.
Program Level Goals and Degree Learning Outcomes
The College of Business Administration is committed to student learning and considers
it our highest priority as per our college mission statement. To accomplish our mission
the CBA has worked diligently to develop a culture of assessment.
Assessment activities occur throughout the college for all programs, including the
Executive MBA program (EMBA).
The CBA's assurance of learning/assessment efforts have been lauded at the university-level
(SDSU), the CSU level, and by the AACSB.
Executive MBA Program Level Goals and Degree Learning Outcomes (pdf)
This course focuses on the role of the manager in designing an effective organization.
Students develop a knowledge base as well as practical skills for analyzing, managing,
and understanding themselves and their employees. Papers and projects apply and integrate
course material on topics such as group dynamics, organizational change, human resource
management, and motivation.
The course provides an introduction to business analytics and quantitative methods
for problem-solving and decision-making in business, focusing on applications of various
tools through the use of data collection, statistical analysis, and systematic approaches.
Topics include statistical tools, procedures, and macros for business management,
quality management, and statistical process control.
In this course, students should be able to explain how business transactions affect
financial accounting reports, as well as read and analyze financial accounting reports
for economic decision-making purposes. In this regard, students' master the ability
to draft, interpret and analyze financial statements using simulated cases and today’s
business headlines. There is a managerial emphasis that is practiced by applying course
information to daily executive decision-making in an interactive classroom environment.
This seminar introduces students to the theoretical and practical skills of negotiating
in both integrative and competitive environments. Various techniques will be examined
and practiced through the use of diverse real life case studies and simulations. The
course is designed to engage, challenge and instill confidence in the application
of these techniques in any negotiation forum.
The course examines the managerial process associated with the identification, understanding,
and resolution of marketing issues in modern organizations. Relevant theoretical and
quantitative tools are addressed within a decision-making framework that places the
marketing function at the center of an organization’s strategic direction. Topics
include market analysis, consumer behavior, marketing research, product planning,
pricing, promotion, distribution, and global marketing.
This course provides a framework for competitive analysis of unregulated product markets
in the domestic and global economy. This framework will address the following three
questions: What are the competitive “forces” in such product markets? What impact
do these forces have on the economic profits, rates of return, and relative market
shares of the business firms that operate in these markets? And how should a firm
“deal” with these forces so as to enhance its long run economic profitability?
In this course, students learn to use financial and nonfinancial information to evaluate
business strategy; perform cost-volume-profit analysis, job costing, and activity-based
costing; assess business unit and customer profitability; and apply management accounting
tools and techniques to enterprise risk management.
This two-part course presents legal and ethical perspectives on business. Business
law covers contracts, intellectual property, employment hiring, torts and discrimination,
business organizations, and agency relationships. Business ethics examines analytical
ethical frameworks and their application to key business issues, the shareholder primacy
versus stakeholder debate, and the moral responsibilities of corporations. Students
learn to evaluate business behavior according to legal, ethical, and economic criteria.
The course develops skills to help you understand and measure the global economic
environment. It illustrates the impact of the financial environment on the decision-making
processes of business managers. It offers you theories to structure your understanding
of macroeconomics, government policies, and international finance, especially as reported
by the business press.
The course examines the entrepreneurial approach to business by exploring concepts,
theories, and techniques for recognizing and acting on viable business opportunities.
Students will examine the complexities of starting and managing growth-oriented ventures,
and discuss sources of financing and accessing equity capital. Students will also
be exposed to the personal types of challenges entrepreneurs face in building momentum
and support for their new business ideas.
This course provides a comprehensive view on the design, execution, and management
of operations and supply chains (OSCM). Topics include OSCM strategies, demand management,
process design and analysis, network configuration, strategic sourcing and supplier
relationships, inventory management, lean six sigma, project planning, and logistics
and channel management. Global impacts and the sustainability issues are integrated
in various topics.
The course explores the nature of the corporate finance function, provides a shareholder
value-based framework for financial decision-making, and examines the balance between
finance, marketing and operating decisions. A case study approach is used to explore
topics including financial analysis and planning; capital structure; and capital budgeting
The course highlights the analysis and solutions of managerial problems from the viewpoint
of top managers and, thus, challenges students to adopt a long-term and multifunctional
perspective of organizations and their environment. To achieve this objective, the
course introduces students to strategic management frameworks and techniques through
a mixture of in-depth discussions, case analyses, and lectures.
The course examines theoretical and empirical literature pertaining to the study and
assessment of leadership skills and, more specifically, looks at the role of leaders
in forging new strategic directions, implementing and managing change, motivating
a diverse workforce, and competing in a global economy. It establishes a non-threatening
environment in which students examine their own leadership capabilities, receive feedback
from others, and develop action plans for improvement.
This course focuses on the development, implementation, and evaluation of marketing
strategy and planning in organizations. Topics include the role of marketing planning,
contributions and implications of marketing to corporate strategy, external and internal
analyses, strategic planning tools, competitive analysis and sources of competitive
advantage, growth strategies, and strategies for creating customer value and retention.
This course examines the corporate governance triad that controls the modern corporation:
executives, directors, and shareholders. It explores the history of the complex inter-relationships
among these three players and details the current legal, business, and social trends
that mold 21st-century corporate governance in the U.S. Students also examine the
frameworks that distinguish corporate governance systems worldwide.
This course focuses on the challenges and opportunities associated with organizational
management and business strategy in the global environment. Its main objective is
to increase awareness and understanding of the issues involved in conducting business
abroad and to develop skills in understanding international management problems and
solutions through lectures, case analysis and a hands-on consulting project. The course
is intended to be a challenging advanced management course wherein students will be
asked to integrate and apply knowledge they have gained from other business core courses
including marketing, strategic management, leadership, and entrepreneurship.
The capstone course develops an integrative Entrepreneurial Value Based Management
Framework for start-ups comprising three key drivers: market opportunity, competitive
position, and deal structure. These three drivers interact to create value for founders
and investors in a venture and the success of the venture depends on the degree of
fit between these key drivers. The class lectures and case analyses are designed to
deepen the understanding and application of this framework. Additionally, the course
will also use comprehensive cases evaluating the impact of key management decisions
on organization performance.
"The EMBA program is a perfect fit for my busy lifestyle, balancing both my career
and family life. I have found the level of instruction to be very high and the faculty
members possess immense knowledge of the subject matter and a sheer joy for teaching.
Furthermore, my fellow classmates add a wealth of information with their diverse backgrounds.
I look forward to the educational adventures on which we will embark together."
Timothy Todd Simmons
New Orleans Opera Association
EMBA XVIII Graduate, 2009