The UCLA - NUS Global Executive MBA for Asia Pacific general management curriculum consists of 16 course modules and a two-part Management Practicum conducted via 6 two-week sessions spanning a 15-month period. Participants spend two sessions each at UCLA in Los Angeles and NUS in Singapore, and one each in Shanghai and Bangalore. The course modules outlined below are subject to periodic curriculum review by UCLA and NUS and are subject to change.
1) Leadership and Managerial Skills
Combines comparative (East-West) sociological and psychological perspectives on management to provide for an understanding of the imperatives of managing complex organizations as well as enhancing leadership and managerial skills.
2) Asian Business Environment
Provides a foundation for the understanding of the economic and political environments of business in Asia.
3) Economic Analysis for Managers
Develops principles of microeconomics to enable managers to more effectively manage customers, suppliers, competitors, employees, and the regulatory environment. Participants will learn when and how to apply quantitative and qualitative tools in situations of scarce resources, competition, and imperfect markets.
4) Financial Accounting
Familiarizes the manager with functions of accounting by focusing on the use of external financial reports to evaluate corporate performance and the use of accounting information for internal planning and control.
5) Data Analysis & Management Decisions
Studies statistical model building with emphasis on managerial interpretation of statistical summary data. The course also covers classic statistics through multiple regression analysis to support subsequent courses in finance and marketing.
6) Marketing Strategy & Policy
Covers strategic marketing decisions, including development of marketing objectives and strategies and implementation of these strategies through pricing, channel, promotion and new product decisions.
7) Logistics and Operations Management
Introduces participants to the functional areas of logistics and operations management, with a focus on more current developments and their strategic and managerial significance.
8) Corporate Governance, Business Law & Ethics
Discusses the importance of corporate governance and the mechanisms that help control managerial behavior. The law and ethics section also enables participants to think critically about contemporary ethical issues and dilemmas faced by businesses and their stakeholders.
9) Corporate Finance
Covers some of the most important topics in managerial finance. Emphasis is placed on the optimal allocation of resources for both individuals and corporations.
10) Negotiations Behavior
Presents theoretical principles and concepts from psychology, sociology and economics through lectures and readings, with focus primarily on improving practical negotiating skills through experiential learning (i.e., negotiations simulations).
11) Corporate Entrepreneurship
Covers the activities involved in creating and exploiting new and innovative resource combinations in the context of existing corporations. The course focuses primarily on managerial efforts aimed at the identification, development and exploitation of technical and organizational innovations, the management of new product or process developments, and on effective new venture management.
12) International Management Strategies
Studies economic and business decisions in an international context, with emphasis on formulation and implementation of management strategies in multinational enterprises. The course discusses application of concepts of international economic analysis and exploration of international corporate strategies.
13) Contemporary Issues in Business (Services Marketing & Customer Asset Management)
Services Marketing focuses on the marketing and managing of services and complements the module: Marketing Strategy and Policy. Customer Asset Management focuses on acquiring, serving and retaining customers through managing customer lifetime value, customer segmentation, data mining and the application of Customer Relationship Management (CRM) instruments such as loyalty programs.
14) Competitive Strategy & Business Policy
Focuses on how general managers enhance and sustain business performance. The course covers analytical and conceptual tools that are aids to the development of judgment. The fundamental focus, however, is not on tools but on sharpening skills to develop more robust judgments in the face of uncertainty and complexity.
15) Management of Technology & Innovation
Presents fundamental strategies and frameworks to analyze and evaluate various alternatives to creating, implementing, marketing and managing new technologies. An important part of the course is how to differentiate technology products, market them to tightly focused market segments and develop effective competitive strategies. Frameworks studied include the technology adoption curve, developing whole products, managing disruptive technology adoption, managing through strategic dissonance and compelling value creation.
16) Strategic Leadership & Strategy Implementation
Designed to address several fundamental aspects of leading complex organizations, this course places particular emphasis on the importance of developing well-aligned, high performance organizations and the challenges of leading change in organizations. The primary goals of this course are to enable students to develop an organized point of view on strategic leadership, and increase awareness of themselves as leaders.
17) Management Practicum
A double module, in lieu of a master's thesis, the Management Practicum is a global strategic integrative consulting project. It is designed to allow participants to work in teams to employ and enhance the tools and concepts learned in the classroom and bring analytical thinking to problems of strategic importance for real-world businesses and organizations. Rather than merely reporting data on an existing situation, teams actively challenge a company's strategic framework within changing external environments and industries and persuasively recommend implementable action plans. Both a UCLA Anderson and a NUS Business School faculty member supervise the project to ensure that each participant's work and contribution adheres to the rigorous academic requirements of the program.