“... I concentrate on the work that leaders do, not on their personal characteristics or traits ... ...
broaden my options for career
... maybe even change fields ...
It’s helped me teach my managers the value of a strategic plan, how to create one, how they can contribute. You get so much more ownership that way.
… ask questions such as: How can I be different? How can I be a better leader, a better negotiator?
I’m coming back to the workplace after time off and this MBA answers the question: What have you done lately?
... your success as a leader ... will be a function of whether you are a context accepter or a context creator ... The big difference is that we’re not competing for jobs (unlike the regular MBAs). So you might have been out of school for a long time but you’ll do well here, because the team helps you.
The Rotman One-Year MBA for Executives
“We try things. We build arguments. We make mistakes. We correct each other, talk to each other.” This was a chance for me to work with a group of people who have very different experiences and yet can work together and support each other.
... made me understand ... what I needed to do to influence other people, without being ... overbearing and loud ... My employer’s conclusion: This one project paid for the executive MBA.
Rotman had a fair amount of time allocated to leadership skills. That was the draw.
I’ve had profs meet my group on Saturday morning or after hours — on their time off.
”
... give you real-world examples — the theory in practice and what the result was in real life ...
THE ONE-YEAR EXECUTIVE MBA: WHAT WILL IT DO FOR YOU? “When I completed the EMBA program, I said I feel different, I don’t know why. Someone said, you are different. You’re a lot more confident.”
Welcome. The one-year MBA for executives at the Joseph L. Rotman School of Management offers an extraordinary opportunity to transform the way you think and act in your business life. You’ll find our standards are high, as you would expect from one of the world’s top-ranked business
“We will help you be a better decisionmaker.”
schools. But you will acquire the skills to be a better decision-maker — skills that are crucial, whether you are aiming to be a senior executive of a large corporation, build your own company, or switch to a new part of the business where you’ve already made your mark.
Beatrix Dart, Professor of Strategic Management, Academic Director Executive MBA Programs 1
HOW THIS PROGRAM IS DESIGNED: A FEW WORDS FROM OUR CHIEF ARCHITECT Beatrix Dart, Professor of Strategic Management, Academic Director Executive MBA Programs
We start with decision-making tools — strategy, marketing, finance. We give you a framework to help you make decisions. We will help you be a better decision-maker. We also help you be a better presenter, someone who can deliver with impact and
power. We work on your communication skills and the skills you need to be a leader of a team or an organization. These personal skills are crucial for a leader.
“We can tell you where your industry is headed — and give you the road signs to show you that you’re getting there.” Doug Hyatt, Professor of Business Economics
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LEADERSHIP DEVELOPMENT Everyone who comes here has to ask people in their workplaces for a confidential evaluation. We also get you to take a couple of the psychological tests that have been devised for business leaders.Then you meet an executive coach who will point out the gap between your own perception and how other people see you. It’s so valuable — a real eye-opener.The coach works with you to create a plan to improve — by becoming an active listener, for example. It’s just amazing to see the change in our students. We’re changing you to be a better leader. This is what executive coaching is all about.
”What I would have learned in five years working in Canada, I learned in a year at Rotman.” 3
INNOVATION: HOW YOU EARN YOUR MBA IN 13 MONTHS
“The
calibre of the profs
— the face-to-face meetings — was
one of the best parts of the program.”
The one-year Rotman Executive MBA program is an innovative leadership program — ideal for mid-career professionals who strive to be more effective managers and who aspire to be senior leaders. The program combines the best and most relevant business theory with a strong focus on decision-making and implementing real-world business solutions.
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We’ve condensed the executive MBA to a 13-month program. Now you learn the analytical tools and the leadership skills all at once. This helps develop one of the key skills we’re teaching — the ability to see the big picture and where a particular business issue fits in it.
We innovated — with our new intensive week on entrepreneurship, for example. We had to be practical, too. While condensing the length of the program, we made sure you maximize the time spent in class and minimize the time spent away from work.
“I concentrate on the work that leaders do, not on their personal characteristics or traits.” Jim Fisher, Vice-Dean, MBA Programs and Executive Education CCMF Chair in Entrepreneurship, Professor of Strategic Management
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PROFESSOR JIM FISHER on
LEADERSHIP
“Leadership is a very thoughtful exercise.” Jim Fisher, Vice-Dean, MBA Programs and Executive Education CCMF Chair in Entrepreneurship, Professor of Strategic Management
Managing is about ensuring the mechanics all work. You’ve got a plan, and people know what it is.They’re organized and know their role to make that plan work. You have control systems to ensure it happens and take corrective action. It’s the mechanical side of making something happen. Leading is about understanding why we’re doing all this stuff, and why people should put energy into it. Good leaders know where they want to go and articulate that vision in a way that people can relate to. Great leaders come in all shapes and sizes. They’re great speakers and poor speakers, nice people and nasty people. The only thing we know about leaders is that they do have tremendous empathy skills. They understand people — what
“Jim Fisher’s course on leadership caused me — which I would call quiet — and made influence other people, 6
motivates and how to use that motivation to get what they want. They sense what people want and need and react to. And they have great personal control over their own persona, managing themselves to get the most out of people. Leaders have two big things going for them: they’re people who want to do something and they can get people to follow them where they want to go. You need both. The dangerous people are those who have a sense of where they want to go and great empathy but are horrible managers. They build people’s hopes and dreams, but if people aren’t organized, nothing happens. It’s terrible for people to have the sense that something wonderful is going to happen, and then have their hopes dashed. To be effective, you have to be both a good leader and a good manager.
to self-reflect. It confirmed my leadership style me understand more what I needed to do to without being very outspoken.” 7
MEET SOME OF OUR FACULTY
“If you understand cash flow, you understand the business.” Ramy Elitzur, Associate Professor of Accounting
ROGER MARTIN Dean and Professor of Strategic Management Roger joined the Rotman School as Dean in 1998 after 13 years as a consultant with Monitor Company. His research interests include Integrative Thinking™, Business Design™, and global competitiveness. The author of The Responsibility
Virus and several Harvard Business Review articles, Roger was recently called one of seven “innovation gurus” by BusinessWeek and was also named in a survey of Canadian CEOs as one of the country’s top three most influential business thinkers. In addition to his role at Rotman, Roger is chair of Ontario’s Task Force on Competitiveness, Prosperity and Economic Progress.
GARY LATHAM Professor of Organizational Behaviour A leading expert in organizational behaviour, Gary consults widely. At the University of Washington, he was named the Secretary of State Professor of Organizational Effectiveness in 1990. He co-authored several books, and is a Fellow of the Royal Society of Canada, a fellow of both the American and Canadian Psychological Associations (APA and CPA), a Fellow of the Academy of Management, and the only Canadian member of the prestigious Society of Organizational Behavior. He is a Past President of the CPA and was awarded the APA’s “Distinguished Contributions to Psychology as a Profession” award in 1998 and “as a Science” in 2002. In June 2006 he received the Michael R. Losey Human Resource Research Award from the International Society for Human Resource Management.
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GLEN WHYTE Professor of Organizational Behaviour and Human Resource Management Glen Whyte is Professor of Organizational Behaviour and Human Resource Management and holder of the CCMF Chair in Integrative Thinking at the Rotman School of Management, University of Toronto. He is also a lawyer, and was Associate Dean (2001–05) and Executive Director of MBA Programs (1995–98) at the Rotman School. Glen was also Simon Reisman Fellow at the Treasury Board of Canada Secretariat (1998–99), and has an LL.B. from Osgoode, an M.B.A. from Toronto, and M.A., M.Phil., and Ph.D. degrees from Yale. Glen is an awardwinning researcher and teacher, with expertise in the areas of decision-making, negotiation, dispute resolution, consensus building, and risk management. He has extensive consulting experience in these areas in both private and public sectors. Glen is currently a visiting scholar with the Negotiations, Organizations, and Markets (NOM) group at the Harvard Business School.
JOANNE OXLEY Associate Professor of Strategic Management Joanne Oxley came to the Rotman School in 2004 from the University of Michigan, where she was nominated for a teaching award for four successive years. She teaches international management and strategy and focuses her research on the organization and performance of international strategic alliances and joint ventures. A prolific researcher, Professor Oxley regularly publishes in leading academic journals and serves on several editorial boards. She is a divisional executive committee member of the Academy of Management, the oldest and largest scholarly management association in the world. 9
BEATRIX DART Professor of Strategic Management, Academic Director Executive MBA Programs Beatrix came to the Rotman School after six years as a strategy consultant for McKinsey & Company in London, Zurich, and Toronto, where she focused on serving international Fortune 500 companies in Europe and North America. She is the Academic Director of Rotman’s One-Year MBA Program for Executives, as well as the Omnium Global Executive MBA Program and MBA Essentials for Managers. As part of the Strategy faculty, Beatrix focuses her teaching on global strategy, and in particular on developing growth strategies for international companies. Beatrix is an elected board member for the Executive MBA Council, an association representing EMBA programs worldwide. She holds a Ph.D. and master’s degree in economics, as well as a master’s degree in information science.
HEATHER-ANNE IRWIN Adjunct Professor of Finance Heather-Anne Irwin has been involved in the capital markets industry for 16 years, initially in fixed income with Citicorp (New York) & Citibank Canada, Nesbitt Burns Inc., and TD Securities Inc., and as an investment banker (both in finance and mergers and acquisitions) and a new issue equity specialist. She is the founding President of Women in Capital Markets. Heather-Anne has been teaching finance at the Rotman School since 2003 and has had the honour of being named the Professor of the Year at Rotman, an MBA Graduate Business Council Award.
”If you’re highly successful in one market, how do you determine 10
RAMY ELITZUR Associate Professor of Accounting Ramy Elitzur has been teaching at Rotman since 1988. He has been a visiting professor at the Recanati Graduate School of Business Administration, Tel Aviv University, and the Stern School of Business Administration, New York University. He won the Rotman Graduate Business Council teaching excellence award in 1992 and 1994. Ramy’s areas of expertise include business valuations, initial public offerings, mergers and acquisitions, and leveraged buyouts. He has published in various top journals in finance, economics and accounting, and he holds CPA and CMA designations in the U.S.A. His current area of research is game theory applied to financial situations.
“ I want students to think,
not memorize.” Heather-Anne Irwin, Adjunct Professor of Finance
DOUG HYATT Professor of Business Economics In 1995, Doug Hyatt was appointed as research coordinator for the Ontario Royal Commission on Workers’ Compensation and in 1998, as research director for the Royal Commission on Workers’ Compensation in British Columbia. Doug consults widely with governments, private and public companies, law firms, and other organizations on issues related to workers’ compensation and general disability management, strategic acquisitions, securities industry training and development, industrial relations matters, human resources management planning, and valuing economic losses in legal disputes.
if you can translate that success into other markets?” Joanne Oxley, Associate Professor of Strategic Management 11
PROFESSOR DILIP SOMAN
RETHINKS BUYING BEHAVIOUR Is it time to rethink how people buy? I’m challenging the conventional thinking on price. Convention says that price is a value attached to the benefit a consumer gets from a product. But I think there are no simple rules on pricing. In other words, a dollar’s not a dollar. Buying something is actually a two-part process — the decision to spend and parting with the money. Most marketing focuses on the purchase decision — spending X dollars to get a certain benefit. Get people to budget money to spend — as opposed to actually spending it. Because once you’ve budgeted it, it’s gone. You’re going to spend it. People decide whether or not they want to buy something, completely independent of their willingness to pay for it. Then they construct the best payment plan they can to justify the purchase. It’s not the money that matters, it’s the pain of paying. As you move away from cash — to prepaid debit cards, for instance, the pain diminishes.
“Marketing is not about a series of transactions. It’s about an experience.” Dilip Soman, Professor of Marketing and Corus Chair in Communication Strategy 12
PROFESSOR DAVID BEATTY
DISCUSSES STRATEGY I try to give them a perspective at 50,000 feet at Mach 2. If you can see the landscape at that height, you can often make strategic decisions that are longterm and meaningful. I want to give them the confidence that sometimes basic insights such as, “We should get out of that business” are vital. I teach strategy in real time by looking at globally successful companies like Four Seasons. I teach out of annual reports and brokerage statements, and I try to get the executives into the classroom. I was teaching Chapters when Heather Reisman made her Indigo takeover bid. We got her in the class the next week. In every class, we ask:Where’s this company been? How has it been successful? Where would you take it? To put it another way, if you look at the history, would you say these people are successful? If the answer is yes, what differentiates them from the crowd? What’s the source of that differentiation? Then we ask:Where would you go from there?
“ I don’t want to use cases, because cases are closed. Real life isn’t like that.
Real life is open-ended. I like to give a great deal more uncertainty to the study of strategy, because that’s what top managers have to cope with.” David Beatty, Professor of Strategic Management 13
PROGRAM “The program is set up for you to succeed. but your classmates. Preparing for exams, That’s a lot different than
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SCHEDULE There are people here to help — not only the staff, some students set up tutorials to help others. in my undergraduate days.”
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CLASS DAYS RESIDENTIAL MODULES
Please note that additional class days or evening events, including pre-exam tutorials, will be added, and/or class days may shift.
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THE
ROTMAN ONE-YEAR EX
“You pull together all the disciplines at once. Then whole problem from all sides. It’s helped me t THE FUNDAMENTALS OF LEADERSHIP RESIDENTIAL MODULE I Team Leadership TERM ONE Fundamentals of Integrative Thinking Marketing I Quantitative Decision-Making Economics of the Enterprise Accounting I
RESIDENTIAL MODULE II Leadership Effectiveness TERM TWO Financial Management Fundamentals of Strategy Business Ethics and Law Managerial Negotiations Organizational Leadership I Personal Leadership
PERSONAL Leadership Assessment - Executive Coaching 16
XECUTIVE MBA FRAMEWORK
you have the ability to take a step back and see the take that half-step back more often than not.� THE LEADING ACTION RESIDENTIAL MODULE III Developing a Business TERM THREE Corporate Finance Integrative Marketing Managerial Accounting Corporate Strategy Industry Analysis Topics in Strategic Management
RESIDENTIAL MODULE IV Business Design TERM FOUR Organizational Leadership II Economic Environment of Business Business-Government Relations International Business The Responsible Leader
LEADERSHIP
- Integrative Thinking - Managing & Leading 17
CLASS PROFILE Students accepted into the Rotman Executive MBA program are already accomplished and talented when they arrive. Each class is a diverse group that could include executives from multinational corporations, health care professionals, media managers, or entrepreneurs running their own businesses. Students are selected for their motivation, professional and personal achievements, potential for continuing success, and strong interpersonal skills. Students cross-pollinate ideas with others as talented and capable as they are.
INTERNATIONAL DIVERSITY
AGE & GENDER DISTRIBUTION
18
AVERAGE
No
Age
38
Years of Work
15
Years of Management
10
GENDER
PERCENTAGE
Male
65%
Female
35%
Total
100%
ACADEMIC BACKGROUND 40 68% 35 30 25 20
35
15 18% 10 9
5 0
Degree
Grad. Degree
“It’s not the money
14% 7
Non-Standard
”This was a chance for me to work with a group of people who have very different experiences and yet can work together and support each other.” PROFILE BY POSITION
that matters, it’s the pain of paying. As you move away from cash — to prepaid debit cards, for instance, the pain diminishes.” Dilip Soman, Professor of Marketing and Corus Chair in Communication Strategy
Manager
48%
Other
14%
President/CEO
14%
Director
12%
Consultant VP
2% 10%
PROFILE BY INDUSTRY Financial Services
34%
Health Care
16%
Legal Services Manufacturing/Engineering
6% 10%
Other
8%
Retail/Wholesale Trade
4%
Technology/Media/ Communications
10%
Transportation
2%
Agriculture/Natural Resources
2%
Consulting
8%
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GRADUATES SPEAK Prateek Saxena “When I joined the program, my objective was to get a job. I came from India, where I worked in marketing for Exxon Mobil. Now I got this job — as operations coordinator for Ozz Energy Solutions — because of a colleague in the executive MBA program.” “It helped boost my confidence. I wasn’t very familiar with the culture. I didn’t know whether my skills were on a par with the local skills market. After six months, I gained a lot of confidence to aggressively go after the job market.” “I gained $20,000 to $30,000 per year more in salary than what I would have earned without an MBA. It was a catalyst to help me understand the culture. What I would have learned in five years working in Canada, I learned in a year at Rotman.”
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Brenda Riddick After graduating, Brenda moved to her new job — vice-president of strategic HR in a bank’s IT division. The challenge: How to create a high-performance workforce in IT. “Jim Fisher’s course on leadership caused me to self-reflect. It confirmed my leadership style — which I would call quiet — and made me understand more what I needed to do to influence other people, without being very outspoken and overbearing and loud and aggressive.” “When I completed my MBA, I said I feel different. I don’t know why. Someone said, you are different. You’re a lot more confident.”
Ian Gregoire During the year at Rotman, Ian’s job as financial controller was expanded significantly to include not only ExpressVu but Bell Sympatico and Bell Consumer Wireline, which expanded his responsibility from $1 billion to approximately $6 billion of revenues. Then he was given two more small business units to supervise. “As controller, I deal with numbers, and I wanted to look at things from a broader perspective. And that’s exactly what I got out of the MBA … Now I’m more calm. I look at things from a different perspective. Before, I’d dive in before assessing. Now I sit back and ask, Is it significant, or not? Can I delegate?”
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Randy Pilon Randy is an entrepreneur — president of Virox Technologies, which sells patented sterilants and disinfectants for medical equipment and environmental surfaces. “I learned a lot about strategic planning — how to make it more functional and more integrated. I used to set goals and strategies. Now I facilitate the group to come up with a collective plan. It’s helped me teach my managers the value of a strategic plan, how to create one, how they can contribute. You get so much more ownership that way.”
David Sheehan David, a CA, was general manager of Pattison Sign Group before starting his own consulting practice. He is now general manager of one of his clients, Burman and Fellows Group. The MBA “made me think from a broader perspective. You take what seems to be a really great idea and start thinking about the external consequences. You see more implications and the way you roll out the decision accounts for this. You end up planning better. So I’m more patient, more diligent. I’m still a man of action, but I put more thought into the implications.”
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Kim Mason A few months after getting her MBA, Kim switched jobs, from managing an area of retail branches in downtown Toronto to heading up liquidity and information products for business clients across the country. “The MBA has certainly helped me be more successful in my new job. Part of my role includes building business cases for new products, and I draw on the tools I learned at Rotman. I’m responsible for the profitability of the products under my management and I have to manage costs, prices — everything from soup to nuts.” “The MBA has given me three key things: broader strategic thinking, an enhanced scope, and a network. It’s unbelievable how many connections and lasting friendships I’ve made. It’s been one of the most incredible experiences of my adult life.”
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CAREER DEVELOPMENT From an interview with Vicky responsible for managing Lore International’s
ON PERSONAL GROWTH: “At the beginning of the program, we meet students face to face to talk about the results of two assessments, the Myers-Briggs Personality Indicator and the Survey of Influence Effectiveness. It helps them understand themselves better — how they absorb information, where they get their energy, how they make decisions and deal with the outside world. Most importantly, they can also see how others are different and what they need to do to adjust their styles to those differences in other people. Most of us know ourselves pretty well, but there are definitely a handful of students who need it most. They’re the extra-overachievers who have spent their lives overachieving but haven’t asked themselves what they want. They gain a lot from coaching. We can only offer a taste of coaching, but you will get a glimpse of yourself, how you differ from other people, and what kind of influencing tactics work best for you.”
“My employer’s conclusion: This one project paid for the executive MBA.” 24
AND EXECUTIVE COACHING Stikeman, executive coach, coaching program for the Rotman EMBA program:
ON CAREER MANAGEMENT FOR MID-CAREER CLIENTS WHO NEED DIRECTION: “First I tell them to thoroughly examine what’s important to them — their core values, their priorities — at this stage of their lives. A lot of people haven’t thought about this. The next thing, I encourage them to go on information-gathering interviews with a big network of people. Call anybody up and say, ’I want to take 20 minutes of your time.What do you love about what you do? I want to know what makes you tick.’ People are fascinated to talk to people, particularly if it’s not a job interview.”
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RETURN ON INVESTMENT FOR COMPANIES: IS IT WORTH IT? In today’s dynamic marketplace, investing in executive-level resources is one of the best ways companies can gain long-term competitive advantage and retain their high achievers. By sponsoring high-potential managers and aspiring executives, employers start seeing the benefits as soon as the employee begins his or her executive MBA. From the start, students enrich themselves and their fellow employees in the company with • leading-edge practices in management, operations, and strategy gained from projects focusing on their own company situations. • valuable analytical and team-working skills. • fresh insights and potential solutions to actual corporate challenges through group and individual projects analyzing operational issues of students’ companies.
“You’re paying for access to people you’d otherwise never meet. What’s my chance of going to school with someone like Linda, who’s a nurse (and manages 140 people at a cardiovascular intensive care unit)?”
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Educating high-performers delivers long-term benefits too: • Graduates acquire expanded abilities, allowing them to take on wider roles and responsibilities. • Future leaders and decision-makers gain the experience that transforms their talent into outstanding on-the-job performance. • Employees are trained to be strategic thinkers. In short, it’s an investment that can pay for itself quickly and many times over.
GMAC RESEARCH RESULTS Based on the Graduate Management Admission Council survey of corporate sponsors, on average it takes 17 months for a company to gain its return on the investment made. This is according to respondents who worked for companies that reimburse or sponsor employees in MBA programs and measure return on investment.
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IN-COMPANY PROJECTS Students have delivered five- and six-figure savings to their companies after Professor Walid Hejazi’s statistics course. Students use statistics to answer a question about their companies – a real-life exercise. They learn to measure the relationship between variables. Here are examples of students whose conclusions could save their employers millions of dollars.
You could get $50 back on a $350 printer if you mailed the rebate coupon in time. Only 30% of people actually take advantage of the rebates. Yet one EMBA student’s company kept enough cash to pay 100% of customers’ rebates. The student asked: Does it matter if the rebate expires in 30 days or longer? It didn’t. Customers are even less likely to mail the rebate if it expires in 60 days instead of 30. The EMBA student’s conclusion: Companies needn’t keep so much cash on hand, because most people won’t send in the rebate, no matter how long they have. His employer’s conclusion: This one project paid for the executive MBA.
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” Very often, managers think the solution to a
problem is obvious. But many times, it is not.” Walid Hejazi, Assistant Professor of International Business
A pharmaceutical company spent $7 million a year to make sure drugs didn’t run out. Its EMBA employee asked: How much inventory should you maintain to make sure drugs didn’t run out 95% of the time? The answer would save the company $4 million per year.
In one large company, the average male made $10,000 more than the average female, so women were pushing for a salary increase to make up the $10,000 difference. An EMBA student looked at the data and concluded that $8,000 of the difference could be explained by the fact that men worked longer hours and had more tenure and higher positions than the women. If women, who worked fewer hours than the men, got a pay increase, the harder workers might just leave. The company board is studying the report.
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DOUG HYATT, ECONOMICS PROFESSOR, ON MATH AND THE MODERN MANAGER: The manager’s job functions — production, reporting, analyzing — require more math these days, not less. Even today’s autoworkers have to look at computers that calculate means and variances to make sure they’re within the limit. It’s always remarkable to me that people are willing to accept the idea that you ought to dumb down the math, but no one says that about the literacy requirement.These days, not only do you have to understand what numbers mean, you have to communicate it to customers and other stakeholders.
UNCOMPROMISING STANDARDS A program like ours is successful only when everyone in it shares the same desire to learn and improve. We uphold rigorous admissions standards to assemble classes made up of people with complementary skills, backgrounds and character qualities, to make certain the Rotman One-Year Executive MBA provides an unparalleled educational and personal experience. We select only the best, most compatible students and then we provide them with a supportive learning environment. • Eight years work experience with a minimum of three years at the management level • Undergraduate degree is preferred • EMBA Diagnostic Test (EDT) – Applicants with a recognized university degree may take this test in lieu of the GMAT (mini-version available at www.rotmanemba.ca) • Graduate Management Admissions Test (GMAT) – Applicants without a fouryear undergraduate degree are required to take this test and achieve a minimum score of 500 • Ability to work in teams and demonstrate leadership skills 30
“Almost all the profs have C-level management or consulting experience; they’re not just academics.”
APPLICATIONS AND FEES Enrolling in the Executive MBA program at the Rotman School of Management represents a major decision that will affect your professional and personal life. If you are ready for a stimulating and rewarding learning experience that changes the way you think and brings lasting benefits to both you and your employer, these are the steps to take: 1. Visit our website at www.rotmanemba.ca 2. Review the Admissions Criteria 3. Complete and send us a Pre-Application We will review your credentials and professional experience to assess your eligibility for the program. Suitable candidates will be contacted to schedule an inperson interview with a Program Director.
FEES The program fee is $85,000 and includes all course materials, residential module accommodation, and meals. Payments are invoiced on a quarterly schedule. Early registration discount: Accepted applicants who submit their first fee payment by January 31, 2007 receive a $10,000 fee reduction. Accepted applicants who submit their first fee payment by May 31, 2007 receive a $5,000 fee discount. 31
ROTMAN EXECUTIVE MBA ENTRANCE SCHOLARSHIPS Scholarships are awarded by the EMBA Scholarships Awards Committee to accepted students six weeks before the start of the program. Applicants must write a letter of request outlining why they are the best candidate for an award. EMBA staff will provide candidates with more information regarding the application process once they have been accepted into the program. The EMBA Fellowship Award for Non-Profit Managers Dean’s EMBA Award of Merit for Professional Advancement Academic Director Award for Women Managers Associate Dean’s Award for Academic Excellence EMBA Award for Leadership All EMBA scholarships have a value of $10,000.
”Good leadership starts with you, so it’s worth reflecting about yourself.” Beatrix Dart, Professor of Strategic Management, Academic Director Executive MBA Programs
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www.rotmanemba.ca 416.946.3022