Curriculum

Requirements

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.

15- Month Program Snapshot

Year One

Year Two

Term 1: Singapore 
--Macro Economics & Asian Business Environment
Provides a foundation for the understanding of the
economic and political environments of business
in Asia.
--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.
--Contemporary Issues in Business (Services 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.
Term 4: Bangalore/New Delhi
--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).
--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.
--Entrepreneurship & Venture Initiation II
Introduction to basic tools and jargon
required for entrepreneurship that
requires financing or management
of intellectual property. Terminology
used by lawyers, accountants, venture
capitalists, and other investors when
forming and financing new companies.
Assessment of feasibility of business
concept and communication of concept
to potential investors, employees, and
business partners
Term 2: Los Angeles 
--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.
--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.
--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.
Term 5: Singapore
--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.
--Marketing Strategy
Covers strategic marketing decisions,
including development of marketing
objectives and strategies and
implementation of these strategies
through pricing, channel, promotion
and new product decisions.
--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.
Term 3: Shanghai
--Logistics & 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
--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.
--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.
--Entrepreneurship & Venture Initiation I
Introduction to basic tools and jargon required for
entrepreneurship that requires financing or
management of intellectual property. Terminology
used by lawyers, accountants, venture capitalists,
and other investors when forming and financing
new companies. Assessment of feasibility of
business concept and communication of concept
to potential investors, employees, and business
partners.
--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.
Term 6: Los Angeles
--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.
-- Corporate Sustainability or (2) Elective Courses*



* Two 2-credit unit elective courses are the Elective Block courses offered by the UCLA Anderson EMBA.  Students have the option of taking two courses during the Elective Block in June or August.  The selection of courses can vary each year, but the following elective courses are a snapshot of what is offered in 2014:

June Elective Block

-Real Estate Investment & Finance
-Mergers & Acquistions
-Modeling & Valuation for Entrepreneurs
-Business Law for Managers & Entrepreneurs
-Business Strategy in Emerging Markets
-One to One Marketing

August Elective Block

-Venture Capital & Private Equity
-Corporate Entrepreneurship
-Deals: Strategy and Structure
-Thinking on Your Feet
-Entrepreneurial Technology Commercialization & Innovation Management
-Managerial Decision Making


The course modules outlined above are subject to periodic curriculum review by UCLA and NUS and are subject to change.