Executive MBA 2023-2025

Advising

The Program of Courses lists which courses you have completed (or were waived) and which courses you need to complete to earn your degree. As you complete courses, you should fill out this form to keep a current record of your coursework. You are also able to view your progress by running a Degree Progress Report in your MyNIU account. Each semester, we encourage you to discuss your schedule options prior to enrolling in your courses. Advising may be via email or over the phone with bramadani@niu.edu or 815-753-0257. If you need to talk to your academic counselor personally, at our NIU Naperville location by appointment, please contact bramadani@niu.edu to request an appointment.

Textbooks

Textbooks are included in the cost of tuition and will be delivered to your class for the Executive MBA program.

Program Requirements

UBUS 611 Integrated Business Foundations (8)

ACCY 640 Financial Statements Analysis (3)

FINA 607 Financial Analysis (3)

MGMT 635 Management of Individuals, Teams, and Organizations (3)

MGMT 672 Strategic Management and Policy (3)

MKTG 654 Marketing Management (3)

OMIS 680 Global Supply Chain Management (3)

OMIS 697 Digital Transformation Strategy (3)

MGMT 615 Managerial Leadership (3)

MGMT 655 Change Management (3)

MGMT 647 International Management (3)

UBUS 677 Strategic Business Transformation Project (3)

Total: 44 semester hours

Course Descriptions

UBUS 611 — Integrated Business Foundations

Designed to give students master’s degree-level competence in the functions of accountancy, marketing, finance and operations management and information systems. Provides the foundation for the curriculum of the Executive MBA format. Course material will be presented in a crossdisciplinary manner which begins to explore the ways in which the different business functions interact and integrate to determine organizationallevel performance.

Credits: 8

MGMT 635 — Managing Individuals, Teams and Organizations

Identifying, understanding and managing individual and group behavior in organizational settings. Topics include motivation, teamwork, culture, leadership and other concepts that influence individual, group and organizational effectiveness.

Credits: 3

OMIS 680 — Global Supply Chain Management

Examination of concepts, issues and methodologies related to design and administration of supply chain systems. Emphasis on executive-level decision-making and the impact of supply chain management on organizational performance. Includes supply chain strategy, strategic alliances, supplier and customer relationships, use of technology, and the integration of logistical operations in the attainment of organizational objectives in a global competitive environment.

Credits: 3

FINA 607 — Financial Analysis

Analysis of current and future financial position that serves as the foundation for decision-making by creditors, managers and owners. Includes ratio analysis, sources and uses of funds, operating and financial leverage, capital budgeting under risk and uncertainty, the cost of capital, and the financial structure. A problem-oriented course, but cases and readings may be utilized. Credits: 3

MKTG 654 — Marketing Management

Analysis of the strategic marketing problems confronting managers in the evaluation of marketing opportunities, selection of target markets, development of marketing strategies, planning of marketing tactics, and implementation and control of the marketing effort. Credits: 3

OMIS 697 — Digital Transformation Strategy

Study of issues related to the digital transformation of modern organizations. Emphasis on strategic thinking and alignment of information technology with business objectives. Models and techniques of strategic information management illustrated through case studies. Credits: 3

MGMT 672 — Strategic Management and Policy

Capstone course to develop strategic thinking skills necessary to identify strategic issues, analyze key internal and external factors influencing firm performance, develop strategic alternatives, and identify critical implementation issues. Integrates functional knowledge, behavioral and ethical concepts, and analytical tools for effective formulation and implementation of strategies and policies. Must be taken in final semester or last nine semester hours of master’s program. Credits: 3

ACCY 640 — Financial Statements Analysis

Analysis and interpretation of financial reports with particular reference to the construction of statements, the meaning of accounts, ratios and other evaluating indices. Credits: 3

MGMT 615 — Managerial Leadership

Examination of classic and emerging leadership theory, with an emphasis upon meeting the challenges and opportunities of effective leadership. An accompanying focus is the identification of individual leadership skills and limitations, as well as the development of new skills and strategies. Credits: 3

MGMT 647 — International Management

Identifying, understanding and managing the cultural components of organizational and business dynamics present in global business enterprises. Focus on strategic issues involved in international expansion, international competition, international organizational relationships and international human resource utilization. Credits: 3

MGMT 655 — Leading Change

Study of approaches and responses to various types of change, effective use of diagnostic tools, evaluation of intervention strategies, and individual and organizational factors that create support for or resistance to change. Credits: 3

UBUS 585 — Business Consulting Project

Supervised student team projects conducted with selected business organizations. Emphasis on collaborative efforts among students, faculty, and business representatives in a project management setting and the delivery of cross-functional business solutions. Implications for further research are also considered. Credits: 3

UBUS 677 — Stategic Business Transformation Project

Study of approaches and responses to various types of change, effective use of diagnostic tools, evaluation of intervention strategies, and individual and organizational factors that create support for or resistance to change. Credits: 3