Curriculum

Global EMBA Program Calendar

 
 

Completion of the part-time, intensive 15-month UCLA-NUS Global Executive MBA for Asia Pacific program leads to two MBA degrees, one awarded by UCLA Anderson School of Management and one by NUS Business School. Each degree requires satisfactory completion of all necessary degree requirements of both institutions. Students will complete a total of 72 credits — 36 credits from UCLA and 36 credits from NUS.

The calendar for the UCLA-NUS Global Executive MBA for Asia Pacific program consists of six intensive two-week segments. Classes are conducted in residence at NUS in Singapore and UCLA in Los Angeles, and in Shanghai, China, and Bangalore, India.

Session 1
16 May - 30 May 2015
Singapore, Republic of Singapore

Session courses:
1. Macro Economics & Asian Business Environment
2. Economic Analysis for Managers
3. Contemporary issues in Business (Services Management)
Session 2
8 August - 23 August 2015
Los Angeles, California

Session courses:
1. Data Analysis & Management
2. Financial Accounting
3. Strategic Leadership & Strategy Implementions
Session 3
7 November - 21 November 2015
Shanghai, China

Session courses:
1. Logistics & Operations Management
2. Leadership and Managerial Skills
3. Corporate Finance
4. Entrepreneurship & Venture Initiation I
Session 4
19 February - 2 March 2016
Bangalore & New Delhi, India

Session courses:
1) Negotiations Behavior
2) Competitive Strategy & Business Policy
3) Entrepreneurship & Venture Initiation II
Session 5
14 May - 28 May 2016
Singapore, Republic of Singapore

Session courses:
1. Corporate Governance, Business Law & Ethics
2. Marketing Strategry
3. Management Practicum
Session 6
14 August - 28 August 2016
Los Angeles, California

Session courses:
1. Management of Technology & Innovation
2. Corporate Sustainability or (2) Elective Courses
UCLA Anderson Global EMBA Program gives you contacts around the globe.

Course Description

Year/Term Description
1/1 Macro Economics & Asian Business Environment
Provides a foundation for the understanding of the economic and political environments of business in Asia.
1/1 Economic Analysis for Managers
Develops principles of microeconomics that 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.
1/1 Economic Analysis for Managers
Focuses on the marketing and managing of services and complements the module Marketing Strategy & Policy. The Customer Asset Management unit 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.
1/2 Contemporary Issues in Business (Services Management)
Focuses on the marketing and managing of services and complements the module Marketing Strategy & Policy. The Customer Asset Management unit 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.
1/2 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.
1/2 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.
1/3 Strategic Leadership & Strategy Implementation
Designed to address several fundamental aspects of leading complex organizations, placing particular emphasis on the importance of developing well-aligned, high-performance organizations and examines the challenges of leading change in organizations. The primary goals are to enable students to develop an organized point of view on strategic leadership and increase awareness of themselves as leaders.
1/3 Logistics & Operations Management
Introduces the functional areas of logistics and operations management, with a focus on more current developments and their strategic and managerial significance.
1/3 Leadership and Managerial Skills
Combines comparative (East-West) sociological and psychological perspectives on management to provide an understanding of the imperatives of managing complex organizations as well as enhancing leadership and managerial skills.
1/3 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.
1/3 Entrepreneurship & Venture Initiation I
Introduces basic tools and jargon required for entrepreneurial ventures that require financing or management of intellectual property. Teaches the terminology used by lawyers, accountants, venture capitalists and other investors when forming and financing new companies. Assesses feasibility of business concept and communication to potential investors, employees, and business partners.
1/1 Management Practicum
A double module, in lieu of a master’s thesis, the Management Practicum is a global strategic integrative consulting project. 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 businesses and organizations. Rather than merely report data on an existing situation, teams actively challenge a company’s strategic framework within changing external environments and industries and recommend viable action plans. A UCLA Anderson and a NUS Business School faculty member supervise the project to ensure that students’ work and contribution adhere to the rigorous academic requirements of the program.
2/1 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).
2/1 Competitive Strategy & Business Policy
Addresses 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 is not on tools but on sharpening skills to develop more robust judgments in the face of uncertainty and complexity.
2/1 Entrepreneurship & Venture Initiation II
Introduces basic tools and jargon required for entrepreneurial ventures that require financing or management of intellectual property. Teaches the terminology used by lawyers, accountants, venture capitalists and other investors when forming and financing new companies. Assesses feasibility of business concept and communication to potential investors, employees, and business partners.
2/2 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.
2/2 Marketing Strategy
Covers strategic marketing decisions, including development of marketing objectives and implementation of strategies through pricing, channel, promotion and new product decisions.
2/2 Management Practicum
A double module, in lieu of a master’s thesis, the Management Practicum is a global strategic integrative consulting project. 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 businesses and organizations. Rather than merely report data on an existing situation, teams actively challenge a company’s strategic framework within changing external environments and industries and recommend viable action plans. A UCLA Anderson and a NUS Business School faculty member supervise the project to ensure that students’ work and contribution adhere to the rigorous academic requirements of the program.
2/4 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 among 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.
2/4 Corporate Sustainability or (2) Elective Courses*

Summer Electives

The elective courses are offered through the UCLA Anderson EMBA Elective Block over five consecutive days in June and August. GEMBA students have the option to select two 2-unit- elective courses during the second year.

Elective courses offered during the EMBA Elective Block in the previous years included:

June Elective Block

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    Business Strategy in Emerging Markets
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    Mergers & Acquisitions
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    Modeling & Valuation for Entrepreneurs
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    New Product Management
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    Real Estate Investment & Finance
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    Sales & Channel Management

August Elective Block

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    Patterns of Problem Solving
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    Deals: Strategy & Structure
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    International Regulations
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    Negotiations
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    Venture Capital & Private Equity
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    Strategic Branding

Global Immersion Electives

 
 

The UCLA-NUS GEMBA students have the option to participate in the 4-unit global immersion courses which typically take place in March, September and December. GEMBA students are eligible to participate in the global immersion courses in March and December.

Learn More: Global Immersion Electives